The Interplays of Coopetition, Conflicts, Trust, and Efficiency Process Innovation in Vertical B2B Relationships

Linlin Chai, Li Jin, Chanchai Tangpong, Thomas Clauss

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

In this study, we examine the interplays among coopetition, conflicts, trust, and efficiency process innovation in vertical business-to-business (B2B) relationships. We posit that, in vertical B2B relationships, coopetition is positively associated with efficiency process innovation. Such association is also mediated by conflicts (i.e., affective and cognitive), thus resulting in the indirect effects of vertical coopetition on efficiency process innovation through affective and cognitive conflicts. In addition, we hypothesize that the conflict-based indirect effects are contingent on the trust level in the coopetitive relationships. We then empirically test the proposed hypotheses, using survey data collected from two international trade fairs. The results yield support for the positive association between vertical coopetition and efficiency process innovation. The mediating role of affective conflict in the indirect effect of vertical coopetition on efficiency process innovation is also supported, but that of cognitive conflict is not. Finally, the results indicate that trust moderates the indirect effect of vertical coopetition on efficiency process innovation through cognitive conflict but not through affective conflict. The implications of our findings for future research and managerial practices are also discussed.
Original languageEnglish
JournalIndustrial Marketing Management
Volume85
Pages (from-to)269-280
ISSN0019-8501
DOIs
Publication statusPublished - Feb 2020

Keywords

  • Affective conflicts
  • B2B relationship
  • Cognitive conflicts
  • Process innovation
  • Trust
  • Vertical coopetition

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