Coopetition. Winning strategies for the 21st century

As an original strategic management perspective, coopetition has hitherto been underexploited in analysing contemporary firm strategies and behaviours and, more generally, managerial practices and processes. This innovative book provides both theoretical insights and empirical evidence on coopetition. The aim of this book is to contribute and argue that coopetition is neither an extension of competition theory, nor an extension of cooperative theory. It is in fact a specific distinctive research object, which calls for dedicated theoretical investigation to develop specific questions for theory, method, and managerial practice. This theoretical investigation is still in an early stage, but nonetheless seems promising as novel approach to intra- and inter-organizational relationship studies. Today coopetition has become a widespread modus operandi in various economic sectors and industries (such automobile, biotech, telecommunications, computers and many others), while mainstream strategy research has not apparently show to be aware of this circumstances. Incorporating empirical phenomena in extant theory could be of the outmost importance to firms and the elaboration and execution of their current and future strategies. The book could help managers to better understand the new challenges of interfirm relationships and support them opting for relational strategies that promise better and deepen value creation. Contents: PART I: THE EMERGENCE AND RELEVANCE OF COOPETITION STRATEGY PART II: COOPETITION STRATEGY IN MULTIPLE CONTEXTS PART III: COOPETITION STRATEGIES AT THE AGGREGATE LEVEL