Exploring relational and coopetitive dynamics in interfirm strategic alliances

Abstract

Coopetition strategy implies simultaneous cooperation with competitors to create joint value and derive common benefits. The dualism, interplay, paradox, concept and theory of coopetition continues to evolve across literatures; primarily coopetition, strategic alliances and inter-organisational relations literatures. The simultaneity of coopetition can foster synergies as well as tensions, which need to be managed to optimise value creation and common benefits for strategic alliances. This research aimed to gain deeper insights into relational and coopetitive dynamics of interfirm strategic alliances; focusing on the antecedents for coopetition, processes to manage tensions between cooperation and competition and the outcomes of coopetition. A qualitative, exploratory research methodology was applied. A total of 16 semi-structured interviews were conducted with experts and managers of technology firms with established strategic alliances. The research participants were purposively selected to enable even cross-case analysis across three types of firms which were grouped according to specialisation. The main outcome is a Coopetition Antecedents-Processes-Outcomes framework which highlights key aspects of the separate constructs, including key governance processes to manage the relational dynamics in coopetitive relationships. These findings contribute to coopetition literature in strategic management.