When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France

Julien Granata (), Mickaël Géraudel () and Sophie d'Armagnac
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Julien Granata: Labex Entreprendre - UM - Université de Montpellier, MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier, Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Mickaël Géraudel: CREA, Center for Research in Economics and Management - uni.lu - Université du Luxembourg = University of Luxembourg = Universität Luxemburg

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Abstract: Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of "coopetition": launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic.

Keywords: Institutional logics; Coopetition strategies; Smes; Wine Industry (search for similar items in EconPapers)
Date: 2019-11-19
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Citations: View citations in EconPapers (1)

Published in Strategic Change, 2019, 28 (6), pp.409-422. ⟨10.1002/jsc.2304⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02452572

DOI: 10.1002/jsc.2304

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