The Interaction of Participants of Inclusive Corporate Ecosystems

It is proved that deep shifts in inter-organizational and interpersonal interactions in the sphere of appearance of co-opetition, which is a symbiosis of competition and cooperation, influenced by the dramatic aggravation of the entire spectrum of social problems, occur. It is indicated that it is impossible to achieve overall economic and social well-being without solving these problems. It is proved that the convergence of competition and cooperation rests on a fundamental basis, due to the synergistic nature of these universal social and economic organizations of human lives. It is shown that desire of subjects to take an active part in solving social problems serves as an important impetus to the formation of co-opetitive networks of cooperation, business in particular. These include corporate ecosystems and inclusive business models. It is shown that the latter specifically involve different social groups in the implementation of socially-oriented programs. This paper considers three structures, where the realization of inclusive business processes like individual effort, the alliance and the multilateral platforms may occur. It is noted that in conditions of limited resources, social partnership is more preferable, especially in the form of meaningful alliance of business and non-profit organizations. It is emphasized that the model of a multilateral platform for scaling social projects can be used. As part of the practical implementation, the author's project of the social network, consolidating the efforts of the business, non-profit organizations and individuals to help those in need of the treatment of various diseases, is presente

The disruptor's dilemma: TiVo and the U.S. television ecosystem

Firms introducing disruptive innovations into multisided ecosystems may confront the disruptor's dilemma – they must gain the support of the very incumbents they disrupt. We examine how these firms may address this dilemma through a longitudinal study of TiVo, a company that pioneered the Digital Video Recorder. Our analysis reveals how TiVo navigated co-opetitive tensions by continually adjusting its strategy, its technology platform, and its relational positioning within the evolving U.S. television industry ecosystem. We theorize how (a) disruption may affect not just specific incumbents, but also the entire ecosystem, (b) co-opetition is not just dyadic, but also multilateral and intertemporal, and (c) strategy is both a deliberative and emergent process involving continual adjustments, as the disruptor attempts to balance co-opetitive tensions over time

Literature Overview on the Field of Co-opetition

Co-opetition is a perspective on business relationships which highlights the ambivalence of competition and cooperation. Game theory is regarded as the mathematical tool for solving co-opetition related problems. The major step for introducing "co-opetition" into public discussion and economic research has been made by Brandenburger and Nalebuff in 1996. However they target a non-professional readership. A multitude of publications has followed, where the authors mostly focus on specific aspects of the problem and investigate particular industries. This paper gives a comprehensive literature overview on the field of co-opetition

Mergers and Acquisitions: revisiting the human factor in the light of a knowledge-based view of the firm and complexity theory

An ongoing argument in the MetA literature is that the human factor has an important impact on the outcome of those operations. Analysis of the HR integration has identified human factors that play an inhibiting role on post-acquisition performance, particularly cultural and organisational mismatch, resistance to change and poor level of strategic integration planning. Yet, less is known about the role of the human factor in the organisational dynamics, which is at work when merging two autonomous entities, and the related impact on performance. The aim of the paper is to study ways of exploring the relationship between the human factor and post-acquisition performance, in discussing possible contributions from a knowledge-based view of the firm (KBV) and complexity theory.

Value-adding partnerships and co-opetition models in the grocery industry

Leading representatives of the European grocery industry formed the European Efficient Consumer Response (ECR-)Initiative in 1995. The goal of this strategic alliance is set to reengineer the way business is done in the industry by implementing cooperative strategies between retailer and manufacturer in order to fulfill consumer wishes better, faster and at less cost. ECR appears thereby in many facets, from a ‘simple’ dyadic value-adding partnership to a sophisticated form of co-opetition, where Supply Chain members have both relationship types – competition and cooperation – at the same time. Our paper discusses these issues first on theoretical bases and then presents empirical results of a comprehensive analysis within a selected European ECR-initiative showing the success factors of managing ECR-partnership relations

Knowledge acquisition and maritime logistics value : an inter-organisational relationship perspective

Maritime logistics value (i.e. improving operational efficiency and service effectiveness in maritime logistics) is one of the strategic goals that maritime operators (i.e. port operators, shipping lines and freight forwarders) want to achieve. Due to the lack of a systematic approach towards maritime logistics management, however, existing literature has yet to clearly define what strategic direction should be taken to accomplish such goals. This thesis proposes that a knowledge-based strategy is the most desirable alternative, having diagnosed its effectiveness in creating and sustaining maritime logistics value. The thesis consists of theoretical and empirical sections. The theoretical part reviews the work of maritime logistics and operators within the context of global logistics and strategic management theory (especially, knowledge-based and inter-organisational relationship perspectives). The theoretical review clarifies the strategic objective of maritime operators, and highlights the importance of a knowledge management strategy towards such a business goal. Based on the literature review, the research develops a conceptual framework that shows the positive relationship between knowledge acquisition and maritime logistics value, and the role of social network embeddedness in acquiring knowledge. The empirical work undertaken to examine the conceptual relationship adopts a qualitative approach: an explorative case study and a Delphi survey. The explorative case study utilises an interview method with a semi-structured questionnaire, and two rounds of the Delphi survey are then conducted by collecting data from a panel of experts in the field. The two research methods are applied to the maritime logistics industry in Korea, where the strategic significance of maritime logistics value becomes ever more obvious. The empirical findings indicate that maritime operators acquire useful knowledge through being embedded in social co-operative and co-opetitive networks, and the acquired knowledge helps them to maximise the maritime logistics value. The work presented hereafter provides a meaningful insight for managers, policy makers and academic researchers into the knowledge management strategy and effective administration of a maritime logistics system in the context of interorganisational relationship. However, this thesis has not examined the way to apply the acquired knowledge on an internal basis of an organisation, and focuses solely on a qualitative approach. It is suggested that a quantitative and in-depth discussion on the knowledge-based maritime logistics research within an intra-organisational level be made by linking maritime operators’ strategy with macro-issues in global supply chains

The Impact of Co-opetition on the Challenges of Internationalisation for SMEs on the Chinese market

The world’s economy is approaching to be integrated as a whole and the interactions between companies from different countries are closer and easier than ever. Under such a context, SMEs are evolved from local actors into international players. During the process of internationalisation, SMEs are benefited from international opportunities in developing their competitiveness and improving their overall performances. At the same time, a number of challenges are accompanied creating obstacles for SMEs in achieving their business targets. The degree of challenges is found to be increasing while the international operations spread into emerging markets like China. It is advised to overcome the challenges of internationalisation through forming cooperative alliances with other companies. Among different types of cooperation, co-opetition, a relationship consists of simultaneous cooperation and competition, receives scarce attention. Whether co-opetition could positively impact on solving the challenges of internationalisation for SMEs has not widely studied and then becomes the interest of this work. A qualitative research was conducted on four case organisations that are all SMEs from European automotive industry and involved in co-opetitive relationships on the Chinese market. A conclusion is arguably drawn to evidence that a list of benefits of co-opetition can positively solving numerous challenges that SMEs confront during their internationalisation.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

MODIFICATION OF THE CONCEPT OF COMPETITIVENESS WITH SPECIAL REGARD TO THE DEMAND EMERGING NOWDAYS ON COOPERATION

What is the activating force that organizes economic affairs? The social side of human nature means that competition alone is not sufficient because competition is the expression of human individuality. Cooperation, which gives expression to human sociality, is the other one. Reality provides many examples indicating that people are more cooperative than is assumed in the standard self-interest model. In the last twenty years the academic view has changed about whether we should compete or cooperate for the higher competitiveness. In the eighties they supported the opinion that the competition is the only way to achieve success in business. Later on the argument started on competition vs. cooperation, and they realized that in some situation the competition, while in others the cooperation is efficient. In the same period the two definitions have changed as well. Different writers defined competition and cooperation variously according to their research’ approach. The study examined competition and cooperation separately, but there exist a new notion, according to which different independent partners can cooperate and compete at the same time with each other. So the opposite approaches can be fused, that is coopetition. Coopetition is a very popular solution for the present complex problems. But according to the everyday people it is not sure, that "working with the enemy†can run.competitiveness, cooperation, Institutional and Behavioral Economics, International Relations/Trade,