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This article aims to examine the factors that influence how managers approach data analytics.

The authors draw on content analysis of 34 in-depth interviews with managers in various sectors in France.

Using Resource Orchestration Theory as the theoretical lens, the findings show that an understanding of the importance of data analytics, having the skills to effectively use data analytics and the capability to integrate data analytics throughout organizations impact the approach adopted by managers. Based on these interrelated factors, a typology of four different approaches is identified: buyer-users, segmenters, promoters and implementers.

The authors' study reflects results from multiple industries instead of one particular sector. Delving deeper into the practices of distinct sectors with respect to the authors' typology would be of interest.

The study points to the role of managers and more specifically managers' perception of the opportunities and challenges related to data analytics. These perceptions emerge in managers' skills and capacity to understand and integrate dimensions of data analytics that go beyond one's areas of expertise in order to create capabilities towards an organization's advantage.

The authors contribute by revealing three interrelated factors influencing how managers approach data analytics in managers' organizations. The authors address the need expressed by practitioners to better identify factors responsible for adoption and effective use of data analytics.

Many firms engage in co-opetitive projects during which they have simultaneously competitive and collaborative relationships with many rivals in a complex network. A co-opetitive network offers them access to a large volume of resources and knowledge, for example, to support new markets and/or territories. So, does the network grow with the scope of the co-opetition project? The paper aims to discuss this issue.

An empirical study of 106 French boating intermediate-sized enterprises (ETIs) and small and medium enterprises provides a descriptive and explanatory analysis of co-opetitive networks.

The results support this definition of a complex co-opetitive network only when the objectives of a firm are part of the geographical expansion of its activities. In contrast, these relations remain simple (dyadic) when a firm favours a strategy of diversifying its activities while maintaining its unique local geographical market.

First, the work is based on a quantitative methodology, so is static. It would be interesting to analyze the process of the building of co-opetitive relationships and opportunism between rival firms, for example, through a qualitative study. Second, this work focusses on boating companies in France. It may be appropriate to consider the sanctions placed on the opportunism of foreign firms in co-opetition. Third, future work could increase understanding, not only of the nature of reprisals inflicted on individualistic co-opetitors, but also on the structure, objectives and results of these reprisals.

The study deepens our knowledge of the definition, composition and determinants of co-opetitive networks.

Competitive intelligence (CI) includes all the information and knowledge in a business. It enables the creation, perpetuation and transmission of knowledge coming from markets and corporate stakeholders. Therefore, it seems appropriate to consider the following question: what are the levers of a CI process on knowledge management in a coopetitive context? The paper aims to discuss this issue.

To answer this question, the authors conducted an empirical study with a sample of 153 high-tech firms in Europe.

The results identify four business groups according to levels of monitoring and cooperation between firms, and three types of supervision in business networks.

This paper brings together the concepts of knowledge management and CI within firms that have adopted a coopetitive behaviour.

Who is able to cooperate with his or her competitors? The coopetition is a relatively recent concept that is almost always studied at the inter-organizational level. To study coopetition at the individual and inter-individual levels, the authors will analyze the disposition of managers to compete and to cooperate as a function of their centrality to their network and also their personality traits. The paper aims to discuss these issues.

Using a sample of 110 trainee future managers (quantitative method), the paper shows that the network position and personality traits have different effects on propensity to compete and propensity to cooperate.

The paper concludes that the network position has a strong effect on the propensity to compete and also on the propensity to cooperate, in contrast with that, personality traits are more relevant in the explanation of the propensity to cooperate.

It seems there are individual and inter-individual causes which might explain the propensity of actors to coopetite. This body of research suggests that it is important to study the characteristics of managers who are able to create cooperation between competitors.

The purpose of this study is to offer a theoretical and practical explanation for the nature and reasons for inter-organizational knowledge sharing across an informal clique of competing five-star hotels in the Saudi Arabian religious tourism and hospitality industry.

The methodology is an adapted form of the grounded theory approach deploying a four-stage research design using qualitative interviews with key players in the industry to inform the analysis of the knowledge sharing approaches.

The findings illustrate the features of the knowledge sharing approaches across the five-star hotels studied. In particular, the findings highlight the existence of a cooperative-competitive tension in the relationships and knowledge sharing between the hotels. This illustrates the existence of a tacit strategy that cooperation can lead to long-term benefits for the competitor hotels.

The study is unique in its focus on the cooperative-competitive tension of five-star hotels in the Saudi Arabian religious tourism and hospitality industry and on this influence on the inter-organizational knowledge sharing across hotels within an oligopolistic market structure. The study also has value in using elements of oligopoly theory and of game theory, particularly, the prisoner’s dilemma, in explaining how inter-organizational knowledge sharing occurs within this market context.

The purpose of this paper is to analyze important theoretical work conducted in the research streams of coopetition dynamics and knowledge flows in the area of start-up entrepreneurship. The authors see in practice that venture capital (VC) firms are a highly essential component of the environment that gives birth to entrepreneurial ventures, helping them to grow profoundly. Interorganizational collaborations facilitate VC firms to be a beneficial partner because except for providing funding, they also possess knowledge-based resources to support the new business.

A systematic review of the literature was conducted, using relevant keywords and academic databases. Then, the backward search was implemented to examine the references of the selected papers, and finally, the forward search to explore the citations of the selected papers. After the selection of papers, they were classified according to their content. A thorough search of the extant literature was done in Scopus and Google Scholar using a combination of keywords such as coopetition, knowledge flows, VC firms, interorganizational and inter-firm knowledge dynamics.

This paper highlights the capability of venture capitalists and provides insights as to how knowledge transfer and sharing between VC firms affect new venture’s growth and prosperity.

This paper attempts to provide new perspectives and explore the significance of interorganizational coopetition and knowledge transfer and sharing between VC firms when they take part in the support and development of new ventures (e.g. start-ups). A theoretical model is proposed via the coopetition dynamics and inter-firm knowledge flows in the VC sector framework.

This paper adds to the existing theoretical knowledge and underlines the topic of interorganizational coopetition and knowledge flows between VC firms. This is the first attempt, on the one hand, to link inter-firm knowledge flows and new venture development, while on the other to examine the dynamics between VC firms and the collective contribution for the growth of start-ups.

The purpose of this paper is to employ an inductive approach to explore how small, nascent, firms in the craft brewing industry use cooperative behaviours with direct competitors to achieve their goals.

Data were gathered from interviews with the founders of seven small, newly established, craft brewers in a Midwestern city in the USA for this exploratory study. Data analysis followed the general tenants of inductive coding. Porter’s value chain model was used as a framework to organise and conceptualise the coopetitive behaviour uncovered.

The firms engage in cooperative behaviours with their direct competitors in areas such as process technology development, procurement, inbound logistics and marketing. A particularly interesting and common collaborative activity was breweries recommending/promoting competing breweries to their own customers.

This study provides clear examples of how relationship building with competitors could be advantageous and help small, nascent firms overcome the liabilities of newness and smallness.

Research on coopetition has called for a greater understanding of the nature of cooperative behaviours in small firms, start-ups and firms outside of high-technology industries. Moreover, research has called for finer-grained approaches to conceptualising coopetition. This paper fills these gaps and shows how Porter’s value chain is a useful tool for organising the types of collaborative behaviours that can be part of coopetition. The findings enhance understanding and facilitate future research by illustrating a broad array of cooperative activities that occur between direct competitors.

This paper aims to report an interview study investigating knowledge protection practices in a collaborative research and innovation project centred around the semi-conductor industry. The authors explore which and how knowledge protection practices are applied and zoom in on a particular one to investigate the perspective of three stakeholders which collaborate: the SUPPLIER of a specialised machine, the APPLIER of this machine and a SCHOLAR who collaborates with both, in an effort to develop a grey-box model of the machine and its operation.

A total of 33 interviews have been conducted in two rounds: 30 interviews explore knowledge protection practices applied across a large project. Qualitative content analysis is applied to determine practices not well covered by the research community. A total of three follow-up interviews inspect one specific collaboration case of three partners. Quotes from all interviews are used to illustrate the participants’ viewpoints and motivation.

SCHOLAR and APPLIER communicate using a data-centric knowledge protection practice, in that concrete parameter values are sensitive and hidden by communicating data within a wider parameter range. This practice balances the benefit that all three stakeholders have from communicating about specifics of machine design and operations. The grey-box model combines engineering knowledge of both SUPPLIER and APPLIER.

The line of thought described in this study is applicable to comparable collaboration constellations of a SUPPLIER of a machine, an APPLIER of a machine and a SCHOLAR who analyses and draws insights out of data.

The paper fills a research gap by reporting on applied knowledge protection practices and characterising a data-centric knowledge protection practice around a grey-box model.

The purpose of this paper is to identify and design a paradigm model for universities' information acquisition behavior in competitive intelligence process.

The sampling has been conducted in two stages. First, purposive sampling has been done among Iranian universities of medical sciences. Second, 20 university staff members were selected using the snowball method. The research was conducted through semi-structured interviews.

The purpose of acquiring information in competitive intelligence process is to meet organizational and individual information needs in active and passive ways. The characteristics of information acquisition and how to acquire it are varied. Enablers include the information sources, individual, organizational characteristics and environmental pressures. Barriers are individual, organizational, environmental factors. The consequences of information acquisition are success, failure and partial success. Accordingly, a paradigm model of information behavior has been designed.

This is the first study to identify information behavior of universities in competitive intelligence process. In addition to why and how to acquire information, this study also looks at facilitators and barriers factors.

Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI.

For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used.

Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant.

This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions.

This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI.

Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.