Conceptualizing Coopetition Strategy as Practice: A Multilevel Interpretative Framework
Conceptualizing Coopetition Strategy as Practice: A Multilevel Interpretative Framework
复制标题
将合作战略概念化为实践：多层次解释框架
DOI：
10.1080/00208825.2015.1093794
复制
发表时间：
2016
影响因子：
1.4
通讯作者：
Eva
中科院分区：
文献类型：
--
作者：
J. Dahl;S. Kock;Eva
摘要：本研究采用战略即实践的方法来定义合作竞争战略。可以说，合作竞争战略是通过组织的内部和外部价值网络的交集形成的，产生了或多或少具有目的性的同时合作和竞争活动。提出了四个包含命题的情景来解释合作竞争战略作为一种刻意的和紧急的活动是如何在组织中体现的。通过从战略即实践的角度来处理合作竞争，目前对其深思熟虑和紧急性质的概念化统一在一个共同的框架下。实践方法通过揭示战略参与者及其在多个层面上的行动、战略活动的社会嵌入以及战略的动态性质，促进了对合作竞争的现有理解。
Abstract: This study uses a strategy-as-practice approach to define coopetition strategy. Coopetition strategy forms, arguably, through the intersection of the organization’s internal and external value networks, giving rise to simultaneous cooperative and competitive activities of a more or less intended nature. Four scenarios encompassing propositions are put forth to explain how coopetition strategy as a deliberate and emergent activity is manifested in the organization. By approaching coopetition from the strategy-as-practice perspective, current conceptualizations of its deliberate and emergent nature are unified under a common framework. The practice approach advances existing understandings of coopetition by shedding light on strategic actors and their actions at multiple levels, the social embedding of the strategic activities, and the dynamic nature of the strategy.