Managing coopetition in supplier networks: a paradox perspective - Theoretical background - Coopetition in buyer-supplier relations
5 important questions on Managing coopetition in supplier networks: a paradox perspective - Theoretical background - Coopetition in buyer-supplier relations
What is competition? When does it happen?
- The two firms can supply a product of equivalent functionality.
- The firms require similar scarce resources or input.
- The two firms have overlapping and complementary technology.
When is the value-creation potential the highest in terms of coopetition?
What percentage of the costs are determined in the predevelopment phase of coopetition?
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When do the competitive tensions become fiercest in coopetition?
What is the critical issue of coopetition?
- both the contradictory elements of a paradox are accepted and present.
- maximum value can be derived from buyer-supplier relationships, ideally to allow for the reciprocity (cooperation) that is considered necessary to maintain long-term interorganisational relations.
The question on the page originate from the summary of the following study material:
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