The intellectual structure of coopetition: past, present and future

Abstract

Purpose

The purpose of this paper is to investigate the intellectual structure of coopetition through utilizing a citation and co-citation analysis of scholarly articles focusing on coopetition.

Design/methodology/approach

The authors conducted bibliometric analyses of citation and co-citation analysis. The units of analysis were original research articles and research notes retrieved from journals indexed by well-known databases. Keywords used in the search were “co-opet, co-opet, coopetition, coopetition, simultaneous cooperation and competition, simultaneously cooperate and compete, coexistence of cooperation and competition, coexistence of cooperation and competition, cooperate and compete simultaneously, coopetitive relationships, coopetitive relationships, coopetitive networks, horizontal alliances, cooperate with competitors, cooperation with competitors, cooperative relationships with competitors, cooperative competition and competitive cooperation.” Regarding the time period for publication of the sample articles, the authors did not place any restrictions.

Findings

The research findings provide evidence that coopetition demonstrates multidisciplinary and interdisciplinary characteristics. Subfields of the coopetition field were identified based on the components of coopetition, which are relation, process and strategy. The component dealing with relationship management and innovation as strategy become prominent. Although coopetition literature has emerged as a relation view of strategy, it is still fragmented and diverse. Additionally, the robust subfields generated from the analysis were super-positioned with low degrees.

Originality/value

This is one of the few studies offering a critical review of coopetition research via quantitative research approach.

Citation

Köseoğlu, M.A., Yildiz, M., Okumus, F. and Barca, M. (2019), "The intellectual structure of coopetition: past, present and future", Journal of Strategy and Management, Vol. 12 No. 1, pp. 2-29. https://doi.org/10.1108/JSMA-07-2018-0073