Anne-Sophie Fernandez

Managing Coopetitive Tensions at the Working‐group Level: The Rise of the Coopetitive Project Team

This study seeks to provide insights into the management of coopetitive tensions at the working‐group level. We theoretically discuss the principles of separation and integration and a combination of both to manage coopetitive tensions at this level. An in‐depth case study of a space programme conducted by two competitors − Astrium and Thales Alenia Space − was conducted. At the organizational level, according to the separation principle, we found that the coopetitors implemented a Coopetitive Project Team separated from the rest of their organization. At the individual level, according to the integration principle, we evidenced that project managers internalize the coopetitive paradox. At the working‐group level, we revealed a new principle, that of co‐management. The co‐management principle, in the case of dyadic coopetition, relies on the implementation of a dual, equally shared governance structure and a dual management committee. To efficiently manage coopetitive tensions, firms are combining the separation principle at the organizational level, the co‐management principle at the working‐group level and the integration principle at the individual level.

Managing Coopetition in Knowledge-based Industries

This chapter develops an on-going theory of coopetition management in knowledge-based industries. Coopetition is a strategy which combines simultaneously competitive and collaborative relationships. This combination permits companies to benefit from both the advantages of the competition and the advantage of collaboration. However, this strategy is also risky in case of unintended spillovers and technology plunders. Companies have to manage the coopetitive risk by implementing three principles of coopetition management: the separation principle, the integration principle, and the co-management principle.

The Consequences of a Third Party Decision on Coopetition Strategies: The Case of the International Accounting Standard-Setting Process

Coopetition is a paradoxical strategy combining simultaneously cooperation and competition. Previous scholars investigated the role of the third-party in coopetition dynamics: it can initiate and drive the coopetition strategy or it can be involved in the management of the relationship. But the consequences of this involvement remain under-investigated. This research aims to fill this gap: what are the consequences of the involvement of a third-party in a coopetition strategy on the partners and their relationship? To answer this question, we conducted a longitudinal case study of coopetition strategies between two institutions the FASB and the IASB in the specific context of the global accounting standard-setting process and convergence process between the US GAAPs and the IFRSs.Our findings enable us to identify three different phases in the process. We provide evidence on the role of the third-party (the European Union in the case) in the evolution of the coopetition dynamic between the FASB and the IASB, and analyze the consequences on both partners and their relationship.