Les paradoxes de l’intégration coopétitive

Gilde Ralandison, Eric Milliot (emilliot@poitiers.iae-france.fr) and Victor Harison
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Gilde Ralandison: INSCAE - Institut national des sciences comptables et de l’administration d’entreprises [Madagascar] = National Institute of Accounting Science and Business Administration [Madagascar]
Eric Milliot: CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université
Victor Harison: INSCAE - Institut national des sciences comptables et de l’administration d’entreprises [Madagascar] = National Institute of Accounting Science and Business Administration [Madagascar]

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Abstract: We have observed, during three years, two groups of small and medium sized enterprises involved in the sector of essential oils in Madagascar. This longitudinal observation of complementary groups (one is structured, the other not) leads us to identify a particular type of reconciliation between opponents-partners: the integrated coopetition. Using the actor-network theory to understand how such different protagonists can reach a stable consensus, we propose a management model of intra- and inter-organizational paradoxes characterizing this type of business cooperation.

Keywords: coopetition; coevolution; paradoxes; case studies; études de cas (search for similar items in EconPapers)
Date: 2018-01
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Published in Revue Française de Gestion, 2018, 44 (270), pp.127-142. ⟨10.3166/rfg.2017.00168⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02127038

DOI: 10.3166/rfg.2017.00168

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