Partner selection in co-opetition: a three step model

Abstract

Purpose

This paper aims to contribute towards a better understanding of the partner selection process, which anticipates a successful co-opetition partnership. Co-opetition partnerships refer to developing cooperation efforts between competitors. The scarcity of studies conducted in this field to date provides limited contribution for the understanding of the partner selection process in this, particularly, paradoxical concept.

Design/methodology/approach

This study follows a methodology based on systematic combining for the qualitative analysis of four cases of domestic co-opetition in Portugal. A sample range of eight companies was selected for a series of semi-structured interviews. Testimonials were transcribed and data coded for content analysis.

Findings

Results indicate that prior personal relationships between decision-makers are facilitators for the implementation of cooperation partnerships with competitors. Based on these findings, this paper proposes a three-step model to explain the process of partner selection for co-opetition partnerships. According to this model, after opting to commence a new coopetitive business alliance, the manager undergoes a first unconscious selection based on his/her own prior personal relationships, followed by a conscious and judicious selection based on specific criteria related to partner’s operational skills, resources, effectiveness and trust.

Research limitations/implications

Given that the sample is entirely formed by companies from one single country, further research would benefit from the inclusion of other countries expressing different business contexts and cultural environments.

Originality/value

The value of paper derives from the comprehensive realization of partner selection for domestic co-opetition as fundamentally a network-related process.

Citation

Alves, J. and Meneses, R. (2015), "Partner selection in co-opetition: a three step model", Journal of Research in Marketing and Entrepreneurship, Vol. 17 No. 1, pp. 23-35. https://doi.org/10.1108/JRME-10-2014-0026