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Moderators affecting the relationship between coopetition and company performance

James M. Crick (School of Business and Economics, Loughborough University, Loughborough, UK)

Journal of Business & Industrial Marketing

ISSN: 0885-8624

Article publication date: 8 January 2019

Issue publication date: 12 March 2019

1547

Abstract

Purpose

The purpose of this paper is to examine the moderating factors that could affect the relationship between coopetition (the interplay between cooperation and competition) and company performance.

Design/methodology/approach

Under the relational view and resource-based theory, key articles surrounding coopetition were reviewed. A conceptual framework (with six research propositions) was developed to understand the nature of the relationship between coopetition and company performance.

Findings

While the coopetition – company performance relationship has been well-studied, this link could be moderated by the competitive business environment, organizational resources and capabilities, and trust between rivals. Further, most authors have explored the linear relationship between coopetition and company performance; however, in this paper, the non-linear (inverted U-shaped) link is also conceptualized, whereby firms might experience “too little” and “too much” coopetition in their business strategies.

Practical implications

Management teams should engage in an “optimal-level” of coopetition by sharing resources and capabilities with rival firms, but not to the extent where they depend on such competitors. If firms rarely collaborate with their competitors, they risk not being able to achieve their performance objectives. Likewise, if businesses engage in excessive degrees of coopetition, there could be tensions between the rival companies involved. Also, practitioners should be aware of the factors that can improve or reduce their performance when they implement coopetition activities. By taking: the competitive business environment, organizational resources and capabilities, and trust between rivals into consideration, the themes of this paper should be used to help managers to maximize company performance (considered in multiple capacities).

Originality/value

This paper is used to help scholars and practitioners to understand the factors that could help or hinder the performance outcomes of coopetition activities. By appreciating the moderating roles of the competitive business environment, organizational resources and capabilities, and trust between rivals, managers are anticipated to provide themselves with scope to alter their coopetition activities to improve their performance. This article ends with a series of managerial implications, alongside some limitations and avenues for future research.

Keywords

Citation

Crick, J.M. (2019), "Moderators affecting the relationship between coopetition and company performance", Journal of Business & Industrial Marketing, Vol. 34 No. 2, pp. 518-531. https://doi.org/10.1108/JBIM-03-2018-0102

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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