Managing coopetition in supplier networks: a paradox perspective - Theoretical background - Managing the paradox of coopetition
5 important questions on Managing coopetition in supplier networks: a paradox perspective - Theoretical background - Managing the paradox of coopetition
What are the three foundations that establish the paradox perspective?
- Managers should accept rather than deny the contradictory nature of a paradox and seek to create synergies between the paradoxical elements.
- Managing approaches/responses to paradoxes.
- A paradox cannot be clearly broken down into 'pre-process-outcome' relationships among core constructs but needs to be studied as a process reflecting cyclical dynamics.
The second foundation of the paradox perspective focuses on managing approaches/responses to paradoxes. There are two approaches:
- Synergistic approach - the acceptance of the coexistence of these elements and the search for synergies between elements.
- Splitting approach - the separation of contradicting elements.
Which two things does the synergistic approach require from managers?
- The ability to deal with emotional uncertainties and doubt.
- The recognition that both elements that constitute a paradox are important; thus both need to be accommodated.
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What are the three different types of the splitting approach?
- Functional separation
- Spatial separation - implies that opposing demands are structurally separated. For example by assigning one team to manage the cooperative aspects of a relationship, while another manages the competitive aspects.
- Temporal separation - allocates competing demands to chonological time periods.
What does the splitting approach offer to managers?
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