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Cooperation, competition, and innovative capability: a panel data of European dedicated biotechnology firms [An article from: Technovation]
Description
This digital document is a journal article from Technovation, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
Small and medium high-technology firms usually develop upstream and downstream ties in order to perform their new product development process. Many of these alliances are characterized by co-opetition dynamics, that is, partners collaborate and compete simultaneously. Traditionally, competitive and cooperative theory has been analyzed as different research streams. Although scholars and managers have recognized that striking a balance between both strategies (co-opetition) plays a key role in the performance of innovation process, little empirical research shows evidence about this relation. In this paper, firstly, a review of theoretical perspectives of co-opetition is made, and then, we identify alternative strategic behaviors from the combination of competitive and cooperative attitudes. Finally, we show the results from a study of a sample of European dedicated biotechnology firms, where we analyze the effect of co-opetitive strategy on technological diversity and new product development.
Description:
Small and medium high-technology firms usually develop upstream and downstream ties in order to perform their new product development process. Many of these alliances are characterized by co-opetition dynamics, that is, partners collaborate and compete simultaneously. Traditionally, competitive and cooperative theory has been analyzed as different research streams. Although scholars and managers have recognized that striking a balance between both strategies (co-opetition) plays a key role in the performance of innovation process, little empirical research shows evidence about this relation. In this paper, firstly, a review of theoretical perspectives of co-opetition is made, and then, we identify alternative strategic behaviors from the combination of competitive and cooperative attitudes. Finally, we show the results from a study of a sample of European dedicated biotechnology firms, where we analyze the effect of co-opetitive strategy on technological diversity and new product development.
