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.
|Tidsskrift||Academy of Management Proceedings|
|Status||Udgivet - 1. aug. 2019|
|Begivenhed||Academy of Management Annual Meeting - Boston, Boston, USA|
Varighed: 9. aug. 2019 → 13. aug. 2019
|Konference||Academy of Management Annual Meeting|
|Periode||09/08/2019 → 13/08/2019|