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Organizing coopetition for innovation: The case of wireless telecommunication sector in Europe.(Author abstract)

Yami, Said ; Nemeh, Andre

Industrial Marketing Management, Feb, 2014, Vol.43(2), p.250(11) [Tạp chí có phản biện]

ISSN: 0019-8501

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  • Nhan đề:
    Organizing coopetition for innovation: The case of wireless telecommunication sector in Europe.(Author abstract)
  • Tác giả: Yami, Said ; Nemeh, Andre
  • Chủ đề: Wireless Communications -- Innovations ; Wireless Communications -- Case Studies ; Wireless Communications -- Analysis ; High Technology Industry -- Case Studies ; High Technology Industry -- Analysis ; Wireless Communications Services -- Innovations ; Wireless Communications Services -- Case Studies ; Wireless Communications Services -- Analysis
  • Là 1 phần của: Industrial Marketing Management, Feb, 2014, Vol.43(2), p.250(11)
  • Mô tả: To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.indmarman.2013.11.006 Byline: Said Yami, Andre Nemeh 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. Article History: Received 1 March 2012; Revised 14 November 2013; Accepted 15 November 2013
  • Ngôn ngữ: English
  • Số nhận dạng: ISSN: 0019-8501

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