The Routledge Companion to Coopetition Strategies

As more and more strategic alliances are forged between competitors, a dedicated word has been coined to described this strategy: coopetition. Coopetition strategy research began in the early 1990s and has been steadily increasing; yet, a global overview of the field has been lacking.This reference volume is the first to provide a comprehensive international survey of coopetition research. Organized thematically and written by the world’s most-cited researchers in the field, it views the topic through the lens of a variety of disciplines including innovation, strategic management, operations management, and marketing.This reference book is the definitive resource for researchers looking to understand the field of coopetition throughout business and management.

INTRODUCTION - COOPETITION: FROM NEOLOGISM TO A NEW PARADIGM PART A. COOPETITION THEORY CHAPTER 1. COOPETITION RESEARCH - ROOTING AND FUTURE AGENDAS CHAPTER 2. THEORETICAL PERSPECTIVES OF COOPETITION: REVIEW AND INTEGRATION CHAPTER 3. FROM STRATEGIZING COOPETITION TO MANAGING COOPETITION CHAPTER 4. NETWORK COOPETITION CHAPTER 5. DYNAMICS OF COOPETITIVE VALUE CREATION AND APPROPRIATION CHAPTER 6. THE SWING OF A PENDULUM OF COOPETITION INQUIRY PART B. COOPETITION ANTECEDENTS AND DRIVERS CHAPTER 7. TRUST IN TOURISM DYADIC AND NETWORK COOPETITION CHAPTER 8. ARE COMPETITORS THE BEST PARTNERS IN INNOVATION NETWORKS?Frédéric Le Roy, Frank Lasch and Marc Robert CHAPTER 9. THE ROLE OF POLICY MAKERS AND REGULATORS IN COOPETITION CHAPTER 10. Organizational Culture Models of Coopetitors Chapter 11. Coopetition and Standardization CHAPTER 12. COOPETITION AND GAME THEORY PART C. COOPETITION TENSIONS AND MANAGEMENT CHAPTER 13. COOPETITIVE TENSIONS CHAPTER 14. MANAGING TENSIONS RELATED TO INFORMATION IN COOPETITION CHAPTER 15. KNOWLEDGE MANAGEMENT IN COOPETITION CHAPTER 16. MAKING SENSE OF COOPETITION SENSEMAKING CHAPTER 17. THE RISE OF THE COOPETITIVE PROJECT TEAM CHAPTER 18. COOPETITION CAPABILITY: WHAT IS IT? CHAPTER 19. A MULTI-LEVEL PERSPECTIVE ON MANAGING COOPETITION PART D. COOPETITION AT DIFFERENT LEVELS CHAPTER 20. COOPETITING WITH AN IRRECONCILABLE ASYMMETRIC DISADVANTAGE CHAPTER 21. COOPETITIVE PORTFOLIOS: A REVIEW AND RESEARCH AGENDA CHAPTER 22. COOPETITION AND GROUP DYNAMICS CHAPTER 23. COOPETITION AND ECOSYSTEMS: CASE OF AMAZON.COM CHAPTER 24. PATTERNS OF COOPETITION IN META-ORGANIZATIONS CHAPTER 25. VISUALIZING COOPETITION: MULTIDIMENSIONAL SEQUENCE ANALYSIS PART E. COOPETITION OUTCOMES AND IMPLICATIONS CHAPTER 26. CHALLENGES AND MERITS OF COOPETITIVE INNOVATION CHAPTER 27. BUILDING A FIRST-MOVER ADVANTAGE FROM COOPETITION CHAPTER 28. TECHNOLOGY-BASED COOPETITION AND INTELLECTUAL PROPERTY MANAGEMENT CHAPTER 29. COOPETITION AND MARKET PERFORMANCE CHAPTER 30. THE VALUE-IMPLICATIONS OF COOPETITION CHAPTER 31. COOPETITION AND BUSINESS MODELS PART F. COOPETITION BEYOND STRATEGY CHAPTER 32. COOPETITION AND THE DYNAMIC CAPABILITIES FRAMEWORK CHAPTER 33. THE EMERGENCE OF COOPETITIVE MARKETING CHAPTER 34. MANAGEMENT TOOLS FOR INTER-NETWORK COOPETITION CHAPTER 35. VERTICAL COOPETITION IN BUYER-SUPPLIER RELATIONS CHAPTER 36. COOPETITION FOR SMEs Chapter 37. Open Coopetition

Anne-Sophie Fernandez is Associate Professor in Strategic Management at the University of Montpellier, France.Paul Chiambaretto is Associate Professor in Marketing and Strategy at Montpellier Business School and Associate Researcher at École Polytechnique, France.Frédéric Le Roy is Professor in Strategic Management at the University of Montpellier and Affiliate Professor at Montpellier Business School, France.Wojciech Czakon is Professor in Strategic Management at Jagiellonian University in Kraków, Poland.