Long Range Planning invites submission for its special issue on " Coopetition strategies: antecedents, process, outcomes." Please note that the submission deadline has been extended to February 15, 2018.
Special Issue Guest Co-Editors:
Wojciech Czakon (wojciech.czakon@ue.katowice.pl)
Devi Gnyawali (frederic.le_roy@univ-montp1.fr)
Frédéric LE ROY (devi@vt.edu)
Manish Srivastava (mksrivas@mtu.edu)
Additional details of the proposal can be found here : https://www.journals.elsevier.com/long-range-planning/call-for-papers/coopetition-strategies-antecedents-process-outcomes
This special issue aims at contributing to the development of coopetition strategy research by addressing its antecedents, the process and outcomes of coopetition. We especially encourage research that apply robust research methodologies, deploy new methods, and utilize multilevel frameworks and multilevel modelling. We invite empirical and conceptual papers focused especially, but not limited to the following issues:
1. Coopetition strategy manifestations:
- How do firms shape their strategic relationships with rivals?
- How do managers develop a coopetition strategy?
- How does coopetition emerge within a network of collaborating firms?
- How can regulators establish the difference between coopetition and collusion?
2. Antecedents of coopetition strategies
- Under what conditions firms are more likely to choose coopetition strategy? Whether certain kinds of firms are more likely to pursue coopetition strategy?
- What is the relative importance of micro-level, firm level and industry level factors?
- Do firms deliberately seek a coopetitive advantage?
- Why do not all firms coopete?
- What are the motivations and rationale for developing a coopetition strategy?
3. Process of coopetition
- How do firms manage tensions natural in collaboration with competitors?
- Whether certain types of governance structures more effective in managing coopetition?
- How individuals make sense of collaborating with rivals?
- What capabilities are needed to coopete?
4. Outcomes of coopetition strategy
- Are there dark sides of coopetition? Under what conditions coopetition hurts firms? What kinds of firms are more likely to end up on the losing side?
- What are the important boundary conditions? Whether the effects of coopetition depend upon, for example, environmental conditions, industry characteristics, industry life-cycle stage, firm characteristics? Whether these factors vary in their relative importance?
- Why competitive strategies often fail to yield expected results?
- What are long term and short term benefits of collaborating with rivals?
- How does coopetition impacts industry structure?
5. Value creation and capture in coopetition strategy
- How do firms create value networks?
- How is value appropriation designed?
- What are the common benefits of coopeting?
- Are firms looking at appropriating common benefits?
Thank you.
Sincerely,
Manish
________________________________
Manish K. Srivastava, Ph.D.
Associate Professor of Strategy and Innovation
School of Business and Economics
Michigan Technological University
123 Academic Office Building
Houghton, MI, 49931
Phone :(906) 487-1991
Fax : (906) 487-2944
http://www.mtu.edu/business/people-groups/faculty/manish-srivastava/
Sincerely,
Manish
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