Coopetition is gaining popularity among managers and scholars because the concept takes the real-life complexity of inter-firm relationships into account and expands the strategists’ perspective beyond the limitations of a single firm approach. Although the academic world emphasizes the relevance of coopetition as a promising strategy for businesses, recommendations on how to apply and improve such a strategy are rare. The purpose of this paper is to shed light on the determinants and outcomes of successful coopetition by proposing a coopetition strategy model that helps managers to analyse coopetition projects. To achieve this research objective, this thesis draws on the coopetition strategy model by Chin et al. (2008) as well as the existing body of literature in regards to coopetition and successful coopetition in particular. The insights gained through the literature review are used to define 9 critical success factors, 8 external success factors and 10 key performance indicators, which thereafter serve to establish a new coopetition strategy model. The study finds that both types of success factors are essential for the success of coopetition and that the success is best evaluated using the identified key performance indicators. Moreover, the new model, called the DOSC-model, suggests that the identified key performance indicators are affected by the critical and external success factors. The DOSC-model can serve as a tool for practitioners to evaluate a coopetitive alliance and will stimulate the research in regards to the understanding of successful coopetition.
|MSocSc in Organisational Innovation and Entrepreneurship , (Graduate Programme) Final Thesis
|Number of pages