Organizing coopetition for innovation: The case of wireless telecommunication sector in Europe

Saïd Yami () and André Nemeh
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Saïd Yami: Kedge Business School [Talence], MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
André Nemeh: MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School

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Abstract: Prior research highlighted the prevalence of coopetition as a strategy for innovation in high-tech industries for several reasons but the link between forms of coopetition and innovation is still understudied. In order to fill this gap in the literature, this study attempts to answer the following question: which form of coopetition favors which type of innovation? The results of an embedded case study approach of five Celtic-Plus projects (European Eureka Program) in the wireless telecommunication sector show that two forms of coopetition exist: multiple and dyadic. While multiple coopetition is successfully pursued for radical innovation, dyadic coopetition is more suitable for incremental innovation. Different innovation objectives lead to different levels of value creation/appropriation tensions between coopetitors. In order for competitors to pursue radical or incremental innovation successfully, different levels of social capital related to different choices of partners are needed. The role of social capital levels as a moderating factor between value creation/appropriation tensions and innovation type is discussed in detail. The study proposes a conceptual model that links coopetition strategy motives to the types of coopetition and their results in terms of radical or incremental innovation. Finally, a framework that helps firms to balance between multiple/dyadic–vertical/horizontal collaboration according to the levels of value creation/appropriation tensions and social capital is proposed.

Keywords: Coopetition; Innovation; Value creation/appropriation; Social capital (search for similar items in EconPapers)
Date: 2014-02
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Citations: View citations in EconPapers (27)

Published in Industrial Marketing Management, 2014, 43 (2), pp.250-260. ⟨10.1016/j.indmarman.2013.11.006⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02049456

DOI: 10.1016/j.indmarman.2013.11.006

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