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Supplier–supplier coopetition is vital to buyer innovation in reality. However, it has not received enough attention in prior research. Integrating the ability-motivation-opportunity framework of organizational learning perspective and the awareness-motivation-capability framework of competitive dynamics theory, this paper investigates the effect of supplier–supplier coopetition within supplier network on buyer innovation, as well as the contingent role of the relational attributes -- duration and tie strength dispersion of buyer–suppliers relationship at the supplier network level.

Testing this model on the secondary data of supply networks formed by 204 US listed buyer firms in SIC code 28, 35, 36 during 2008–2019, the authors utilize a fixed-effect regression model to investigate the relationship between supplier–supplier coopetition and the focal buyer's innovation.

The authors provide support for the positive influence of supplier–supplier cooperation on buyer innovation and an inverted U-shaped relationship between supplier–supplier competition and the focal buyer's innovation. The buyer–suppliers tie strength dispersion amplified the above two effects, and supplier–supplier cooperation mitigates the effect of supplier–supplier competition on the focal buyer's innovation.

Extending the traditional dyadic view to a network-level view via linking the supplier–supplier dyad and the buyer–suppliers dyad, this paper contributes to a better understanding of supplier–supplier coopetition and its impact on buyer innovation with learning and competitive tension as the underlying explanations, and validates the contingent role of buyer–suppliers relational attributes.

This paper aims to represent an empirical study of what role does structural empowerment play in the relationship between multi-stakeholder value co-creation (VCC) and the success of new product development (NPD).

The hypotheses developed in this paper are tested by using data from 243 manufacturing companies worldwide.

The results show that the VCC activities have significant positive effects on NPD success, and structural empowerment moderates the impact of VCC activities on NPD success, but the moderating effect is not significant for customer involvement.

This study contributes to the research of VCC and discusses the positive role of structural empowerment to enhance the impact of VCC activities on NPD success.