Viktor Fredrich

Coopetition: Performance Implications And Management Antecedents

This study contributes to the better understanding of coopetition. First, we research the performance of coopetition and its management antecedents. Second, we study the relational context by analyzing different mixtures of trust and dependency. Our results of 469 firms indicate that (a) coopetition requires different facets of an alliance-management system depending on the mix of trust and dependency, and (b) most surprisingly, a high trust/high dependency environment fosters the relationship of coopetition and performance outcomes the most. We contribute to the understanding of coopetition as a strategy associated with different mixes of trust and dependency.

Coopetition in new product development alliances : advantages and tensions for incremental and radical innovation

Coopetition (collaboration between competitors) can facilitate product innovation, but there is still debate about how it is suited to radical or incremental innovation. This paper argues that the early and later phases of coopetitive new product development (NPD) pose different benefits and risks for the innovation types. Building on the tensions approach to value creation and appropriation, we develop a series of hypotheses on the role of coopetition in NPD alliances and focal firms innovation output. The hypotheses are tested on a quantitative data set of 1049 NPD alliances in the German medical and machinery sectors. The results show that, while coopetition is advantageous for incremental innovation in both pre‐launch and launch phases, radical innovation benefits from coopetition in the launch phase only.

The alchemy of family enterprises’ internationalisation: dexterous movers or prodigal laggards?

Our empirical study among 112 German firms investigates how psychic distance, cultural distance and relative perceived performance impact the speed of internationalisation among family firms vs. non-family firms. Using partial least squares structural equation modelling, we uncovered two significant findings: family enterprises internationalise significantly slower than non-family enterprises and psychic distance is a distinct internationalisation barrier for family enterprises. Further, active motivation for success remains a driving force, while a phlegmatic pace can be observed once a saturation effect has occurred. Accordingly, firms with a medium level of relative perceived performance approach international markets proactively. Focusing on perceptions of the decision maker in family vs. non-family firms, we offer a nuanced perspective on internationalisation speed. The observed effects indicate that actors’ subjective reality impacts the proactivity of international market entry.

Joint Knowledge Creation and Protection in Coopetitive Business Model

Collaboration between competitors - i.e. coopetition - delivers advantages for the generation of new business models that change and disrupt how value in and among firms is created and captured. In...