Managing coopetition in supplier networks: a paradox perspective

6 important questions on Managing coopetition in supplier networks: a paradox perspective

Which capabilities are at the core of coopetition capabilities?

Evaluative capabilities.

What is a paradox?

Contradictory yet interrelated elements that seem logical in isolation but absurd/irrational when they appear together.

What two things can buying firms do about the paradox of coopetition in its supplier networks?

  1. Either accept this paradox and create synergies between them.
  2. Or separate the conflicting elements: temporally or spatially.
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What are coopetition capabilities?

The ability of a firm to manage competitive tensions in interfirm collaborations in order to attain and maintain a moderate level of tension, regardless of the intensity of the coopetition paradox.

What is a golden triangle in coopetition?

No relationship between the two suppliers but natural competition, which is also called a structural hole.

Why are companies looking for a structural hole within a golden triangle?

Because opinion/behaviours are more homogenous within groups than between groups, so people who are not connected are more familiar with alternative ways of thinking/behaving.

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