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Article
Publication date: 3 February 2017

Jean Sébastien Lacam and David Salvetat

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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

Details

Business Process Management Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 7 November 2016

Christine Chevallier, Zouhair Laarraf, Jean Sébastien Lacam, Anthony Miloudi and David Salvetat

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…

1976

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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

Originality/value

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

Details

Business Process Management Journal, vol. 22 no. 6
Type: Research Article
ISSN: 1463-7154

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