Search results

The paper aims to present the importance of social relationships in cooperation among theaters in the creation of three types of values that characterize arts entrepreneurship (i.e. artistic, economic and social).

The findings are based on qualitative research with the use of 50 semi-structured interviews conducted with 57 representatives of public and private theaters in the performing arts sector in Poland.

The research shows how social relationships among cooperating representatives of theaters are used to create three types of values that characterize performing arts entrepreneurship (i.e. artistic, economic and social). The findings reveal that theater representatives take advantage of social relationships and engage in inter-organizational cooperation in introducing various changes in their institutions. Thus, by fostering innovation, risk-taking and searching for new opportunities they adapt to the dynamic environment. The paper shows how the three groups of values of performing arts entrepreneurship are interrelated but also sometimes conflicted with one another.

The research is not representative as it presents the context of the analyzed theaters in Poland.

Entrepreneurship, although a popular subject of research, has been much less frequently analyzed with regard to the creative industries, such as the performing arts. In the field of management, researchers have focused primarily on business organization entrepreneurship, excluding cultural and arts institutions such as theaters. In this context, so-called arts entrepreneurship has not yet been widely recognized. In particular, there is a lack of research showing how social relationships between cooperating partners are used in the creation of three types of values in performing arts entrepreneurship, i.e. artistic, economic and social. The article fills this gap and presents both a scientific as well as an applicative contribution.

Coopetition, that is simultaneous collaboration and competition between organisations, is a significant phenomenon in inter-organisational relations, particularly in the tourism sector. This chapter explores the role of social embeddedness in coopetition dynamics within the tourism sector. Drawing on qualitative research conducted among members of tourism (culinary) routes in various regions of Poland, the study investigates how social relationships affect coopetition among entrepreneurs. The findings indicate that social embeddedness fosters cooperation by facilitating trust and shared norms among route members, leading them to perceive themselves less as competitors and more as collaborators or even only as collaborators. At the same time, social embeddedness makes it possible to clear the market of competitors who do not comply with certain adopted rules or standards, as well as mitigating competition for employees. Thus, the research findings highlight the complex interplay between social embeddedness and coopetition dynamics in a tourism context. Overall, this research contributes to understanding the perceptions underlying coopetition in the tourism sector and sheds light on the importance of social relationships in shaping inter-organisational behaviour within the tourist industry.

Social relationships play an important role in organizational entrepreneurship. They are crucial to entrepreneurs’ decisions because, despite the bleeding-edge technological advancements observed nowadays, entrepreneurs as human beings will always strive to be social. During the COVID-19 pandemic many companies moved activities into the virtual world and as a result offline Social relationships became rarer, but as it turns out, even more valuable, likewise, the inter-organizational cooperation enabling many companies to survive.

This chapter aims to develop knowledge about entrepreneurs’ SR and their links with inter-organizational cooperation. The results of an integrative systematic literature review show that the concept of Social relationships, although often investigated, lacks a clear definition, conceptualization, and operationalization. This chapter revealed a great diversity of definitions for Social relationships, including different scopes of meaning and levels of analysis. The authors identify 10 building blocks and nine sources of entrepreneurs’ Social relationships. The authors offer an original typology of Social relationships using 12 criteria. Interestingly, with regard to building blocks, besides those frequently considered such as trust, reciprocity and commitment, the authors also point to others more rarely and narrowly discussed, such as gratitude, satisfaction and affection. Similarly, the authors discuss the varied scope of sources, including workplace, family/friendship, past relationships, and ethnic or religious bonds. The findings of this study point to a variety of links between Social relationships and inter-organizational cooperation, including their positive and negative influences on one another. These links appear to be extremely dynamic, bi-directional and highly complex.

This concluding chapter examines the footprint of coopetition within the tourism domain, drawing upon existing literature to present a comprehensive overview of its evolution to date. To achieve this, the authors conducted a literature review of 94 articles published on coopetition in tourism and hospitality, sourced from esteemed databases such as Scopus and Web of Science. Each article was meticulously categorised based on its thematic focus, geographical scope and the sample of respondents employed to elucidate the dynamics of coopetition. The findings underscore the concerted efforts of researchers to delineate the contours of coopetition within the tourism and hospitality sectors. Through diverse lenses and methodologies, these studies collectively contribute to the burgeoning discourse surrounding coopetition, illuminating its multifaceted implications and applications in different contexts. This chapter presents a systematic analysis that serves as a testament to the growing momentum behind the coopetition paradigm in tourism. It shows how researchers on coopetition are paving the road towards the coopetition paradigm in tourism and hospitality.