The Multiple Layers of Coopetition and Their Link with Sales Performance: Insights from Sporting Clubs in New Zealand

James M. Crick (j.m.crick@lboro.ac.uk) and Dave Crick
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James M. Crick: Loughborough University
Dave Crick: University of Ottawa

Chapter Chapter 4 in Oceania Entrepreneurship, 2022, pp 71-105 from Springer

Abstract: ABSTRACT Coopetition involves entrepreneurs collaborating with their competitors. While it has been widely recognised that coopetition should lead to higher-levels of sales performance, the multiple layers of these behaviours remain relatively under-researched, alongside examining how they might impact sales performance. Grounded in resource-based theory, this chapter evaluates the respective relationships between three forms of coopetition (local-level coopetition, national-level coopetition, and organisation-level coopetition) and sales performance. Following 25 semi-structured interviews (to adapt the operationalisations), a multiple regression analysis was “run” using survey responses from 111 small martial arts clubs in New Zealand (after conducting various robustness checks). The results revealed that local-level coopetition and national-level coopetition were positive drivers of sales performance. Yet, no support was found for organisation-level coopetition, with a negative and non-significant path. These results (supplemented with a post-hoc test) signify that coopetition is a collection of entrepreneurial activities where care should be taken if condensing measures into one (uni-dimensional) form. Additionally, the relational themes of the resource-based view are enhanced with clearer evidence regarding the multiple layers of coopetition and their connection with sales performance.

Keywords: Local-level coopetition; National-level coopetition; Organisation-level coopetition; Sales performance; Resource-based view; New Zealand sporting clubs; Entrepreneurship (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1007/978-981-16-7341-2_4

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