A Double-Edged Sword Role of Coopetition on Process Innovation Efficiency

Linlin Chai, Li Jin, Thomas Clauss, Chanchai Tangpong

Publikation: Bidrag til tidsskriftKonferenceartikelForskningpeer review

Resumé

Research on coopetition in business-to-business relationships has lent credibility to the notion of the complex roles of coopetition on firm performance. Some scholars argue that coopetition can bring advantages of both cooperation and competition to firms, leading to a win-win situation. The others explain that coopetition is also full of tensions, leading to a lose-lose result. This study aims to empirically explore a double-edged sword role of competition in the context of process innovation. To the best of our knowledge, this study represents the first attempt to reveal the mechanisms through which coopetition may enhance and hurt a firm’s process innovation efficiency simultaneously. Specifically, we find a direct positive effect of coopetition and indirect effects through two types of conflict-based mechanisms: affective conflicts and cognitive conflicts. Our results show that affective conflicts negatively mediate the relationship between coopetition and process innovation efficiency regardless of the level of trust; however, the mediating roles of cognitive conflicts depend on the level of trust. When the trust level is low, increasing coopetition indirectly improve process innovation efficiency; however, when the trust level is high, increasing coopetition hurts process innovation efficiency.
OriginalsprogEngelsk
TidsskriftAcademy of Management Proceedings
Vol/bind2019
Udgave nummer1
ISSN2151-6561
DOI
StatusUdgivet - 1. aug. 2019
BegivenhedAcademy of Management Annual Meeting - Boston, Boston, USA
Varighed: 9. aug. 201913. aug. 2019

Konference

KonferenceAcademy of Management Annual Meeting
LokationBoston
LandUSA
ByBoston
Periode09/08/201913/08/2019

Fingeraftryk

Process innovation
Coopetition
Credibility
Cooperation and competition
Business-to-business relationships
Win-win
Indirect effects
Firm performance

Citer dette

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abstract = "Research on coopetition in business-to-business relationships has lent credibility to the notion of the complex roles of coopetition on firm performance. Some scholars argue that coopetition can bring advantages of both cooperation and competition to firms, leading to a win-win situation. The others explain that coopetition is also full of tensions, leading to a lose-lose result. This study aims to empirically explore a double-edged sword role of competition in the context of process innovation. To the best of our knowledge, this study represents the first attempt to reveal the mechanisms through which coopetition may enhance and hurt a firm’s process innovation efficiency simultaneously. Specifically, we find a direct positive effect of coopetition and indirect effects through two types of conflict-based mechanisms: affective conflicts and cognitive conflicts. Our results show that affective conflicts negatively mediate the relationship between coopetition and process innovation efficiency regardless of the level of trust; however, the mediating roles of cognitive conflicts depend on the level of trust. When the trust level is low, increasing coopetition indirectly improve process innovation efficiency; however, when the trust level is high, increasing coopetition hurts process innovation efficiency.",
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A Double-Edged Sword Role of Coopetition on Process Innovation Efficiency. / Chai, Linlin; Jin, Li; Clauss, Thomas; Tangpong, Chanchai.

I: Academy of Management Proceedings, Bind 2019, Nr. 1, 01.08.2019.

Publikation: Bidrag til tidsskriftKonferenceartikelForskningpeer review

TY - GEN

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AU - Jin, Li

AU - Clauss, Thomas

AU - Tangpong, Chanchai

PY - 2019/8/1

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N2 - Research on coopetition in business-to-business relationships has lent credibility to the notion of the complex roles of coopetition on firm performance. Some scholars argue that coopetition can bring advantages of both cooperation and competition to firms, leading to a win-win situation. The others explain that coopetition is also full of tensions, leading to a lose-lose result. This study aims to empirically explore a double-edged sword role of competition in the context of process innovation. To the best of our knowledge, this study represents the first attempt to reveal the mechanisms through which coopetition may enhance and hurt a firm’s process innovation efficiency simultaneously. Specifically, we find a direct positive effect of coopetition and indirect effects through two types of conflict-based mechanisms: affective conflicts and cognitive conflicts. Our results show that affective conflicts negatively mediate the relationship between coopetition and process innovation efficiency regardless of the level of trust; however, the mediating roles of cognitive conflicts depend on the level of trust. When the trust level is low, increasing coopetition indirectly improve process innovation efficiency; however, when the trust level is high, increasing coopetition hurts process innovation efficiency.

AB - Research on coopetition in business-to-business relationships has lent credibility to the notion of the complex roles of coopetition on firm performance. Some scholars argue that coopetition can bring advantages of both cooperation and competition to firms, leading to a win-win situation. The others explain that coopetition is also full of tensions, leading to a lose-lose result. This study aims to empirically explore a double-edged sword role of competition in the context of process innovation. To the best of our knowledge, this study represents the first attempt to reveal the mechanisms through which coopetition may enhance and hurt a firm’s process innovation efficiency simultaneously. Specifically, we find a direct positive effect of coopetition and indirect effects through two types of conflict-based mechanisms: affective conflicts and cognitive conflicts. Our results show that affective conflicts negatively mediate the relationship between coopetition and process innovation efficiency regardless of the level of trust; however, the mediating roles of cognitive conflicts depend on the level of trust. When the trust level is low, increasing coopetition indirectly improve process innovation efficiency; however, when the trust level is high, increasing coopetition hurts process innovation efficiency.

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