Abstract Competition is the leading role for traditional concept, telecommunication industry also take competition as the thinking aspect in early days. In the time of digit convergence, competition is not only found in local but in global and technology is not belonged to single company any more. The thinking of competition has not coped with the market in the future and should take the thinking of co-opetition for the strategy development. The technology of 3rd Generation mobile communication can bring telecommunication industry new opportunities by providing customers the multiple services with higher speed such as data transmission, mobile business and multimedia A/V. This research discusses the strategy management of the industry for mobile communication in the time of digit convergence by studies of competitive strategy, value-chain of industry, co-opetition theory and analysis of industry status. After summarizing the related documents, literatures and the result of interviewing the specialists in this field, we have some conclusions listed as below: 1.To have the synergy, the technology between mobile wideband and wireless wideband must operate complementarily. 2.To adapt the uncertainty of digit convergence, the service providers of mobile communication should develop co-opetition strategy. 3.Should actively take the predomination for the technology standard of the industry. 4.The thinking of building the network for mobile communication should focus on the total solution of long-term evolution for network equipments. 5.The strategy of differential service is the essential strategy for the tendency of integrating fixed mobile convergence.

航空業因應全球化經濟發展而成長，運輸量的增加使得航空業在近十年間收入增加約一倍，但商用航空業從1970年代發展迄今約四十年裡，平均淨利率約為0.1%，較航空業的加權平均資金成本（weighted average cost of capital, WACC）7%~8%（IATA, 2011）為低。在需求和供給都呈現成長的經濟環境下，航空業的獲利力情況相較其他產業並不出色，因此瞭解航空公司之經營策略對整體產業之發展具有意義。本研究首要以Michael E. Porter（1980）提出的五力分析法針對航空產業的經營環境進行分析，透過瞭解航空業的產業特性以探討航空業其獲利力偏低的原因，進而分析五力如何影響航空業的經營策略。從大趨勢中說明同業為何會從昔日的競爭夥伴演變成今日不可或缺的合作夥伴，最後以時間軸序介紹航空產業競合策略的演變。 本文接著對美國聯合航空公司與日本全日空公司成立事業共同體的個別案例進行質化研究，分析聯合航空公司在亞洲市場的競合策略，瞭解聯合航空公司與全日空公司間競爭與合作的要素，利用Brandenburger and Nalebuff（1996）所提出的價值網，探討聯合航空與全日空之間橫向聯繫的關鍵因素，融合競爭與合作兩個層面以找出新的經營思維，說明航空業的發展方向及其可採取的行動，以改善產業結構提升獲利。

The obsolescing bargaining model (OBM) is the cornerstone for studying host country-MNE relations. Recent research has extended the OBM to incorporate other institutional stakeholders who participate in the multi-level, multi-party iterative political bargaining over policy issues which characterises much of the bargaining now to reflect the widespread macroeconomic changes from globalization that impinge on the model. Furthermore, the emergence of developing countries like India and China as high growthend markets has conceivably changed the nature of bargaining therein. This study adopts a triadic perspective to bargaining in EMs. The conceptualization including local MNEs addresses the lack of understanding on bargaining in EMs by suitably incorporating the institutional context which frames the triadic interplay. It focuses on the role of co-opetition by local MNEs in affecting the balance of bargaining power between host governments and foreign MNEs. Co-opetition is a strategic response by multinationals where they simultaneously compete and cooperate for mutual gains. This research enables the study to empirically challenge the assertion that the propositions of the OBM have become too dated to explain current bargaining structures. The extant literature provides the theoretical underpinnings for the development of a priori propositions which guide the empirical enquiry through a case study of the life insurance industry in India. Based on the unique insights offered through the single industry study, the analysis suggests that certain EM conditions now present the context for re- emergence of obsolescence for foreign MNEs. Furthermore, it is the evolution of the EMs’ own local MNEs who are deeply embedded in the local business culture constituting their identity as strategic insiders, who shape the development of bargaining power. Local MNEs as strategic insiders affect the foreign MNEs’ long term business prospects in EMs based on their co-opetition through an issue- area approach. Local MNEs’ existing insidership becomes the reason for both - foreign MNEs’ collaboration with them and the perpetuation of their lack of strategic insidership. It is the basis for the uneven playing field and for the deterioration in their initial bargaining power. Thus, in line with the OBM, entry bargains themselves are seen to obsolesce following the ambivalence in bargaining objectives and the sequential behaviour that both the local MNEs and the host government adopt. Co- opetition emerges as the explanatory variable while discerning the nature of emergent bargaining between governments and foreign MNEs in EMs. The application of a triadic, co-opetition perspective to bargaining is revealing andprovides original insights. An extended framework and modified propositions aredeveloped for future research. This study provides grounds for revisiting the OBM inthe context of other similar markets and for guiding future MNE strategy in EMs.

Our study aims to establish facts not fictions regarding micro and macro factors affectingthe sustainable growth of small and medium size enterprises that are owned by Gambiansin the Gambia. The life cycle of a business demonstrates how entrepreneurs turn ideas intostartups that go through a survival stage which they later transform into a rapid growthstage until they reach the maturity stage where they can either diversify or start whole newventures. Growing up in the Gambia, we have seen how so many Gambians will start asmall or medium size business and within a short period of time mostly, (one or twoyears) will have their business ventures running at a loss and quit operations. Only ahandful of Gambian entrepreneurs have established SMEs that have gone through all thedifferent stages of a successful business life cycle and stayed in business for over twodecades. On the contrary, the Gambian business environment is seen as a perfectopportunity to exploit for so many non-Gambian entrepreneurs who originate from theneighbouring countries like Senegal, Guinea, Mali, and Nigeria. These non-Gambianentrepreneurs usually invest in SMEs and within a few years of their operations, theirventures become highly profitable, attain growth, and sustainably maintain their grip onthe Gambian market. Previous research is filled with general issues that affect thesustainable growth of SMEs in the Gambia and does not distinguish between Gambianand non-Gambians SMEs. There is limited research to show specifically why non-Gambian SMEs are performing better than Gambian SMEs. To make sense of all theseissues, we embarked on this research to find answers that can trigger the beginning ofunderstanding why Gambian-owned SMEs struggle to attain sustainable growth.With the application of qualitative research techniques and well-planned researchapproach, we were able to include some Gambian SMEs industry players in our studiesand collected data that led us to attain some level of understanding why Gambian ownedSMEs struggle to attain sustainable growth. In our findings, we realized that 80% of ourrespondents do not have the required level of skills and knowledge needed for anentrepreneur to succeed in business. This as a result has made necessity-basedentrepreneurship the prevailing approach to business for a large majority of our researchparticipants. In addition, the low level of skills makes it very cumbersome for theseentrepreneurs to withstand other challenges they face in the macro environment, thus theirinability to sustain their ventures.

追求永續成長是所有營利企業的主要目標之一，公司為了成長，希望有更多下單量，但產品能夠運用的範圍有限，因此常會發生一家企業供貨給多間客戶的狀況，由企業內不同單位服務不同客戶，然而客戶跟客戶之間的產品或服務類型相似，客戶之間彼此互為競爭關係，但有時候也有需要合作的狀況；而企業內部資源有限，所以不同單位間也可能產生競爭或合作關係以獲得有限的資源，過去文獻較多分開討論企業內部的競爭或企業之間的競爭，較少提及客戶端的競合會如何影響企業內部的競合，因此在本研究當中，將從從定位學派(positioning school)、資源基礎觀點(resource-based view of the firm)、動態能力(dynamic capability)探討競爭，從資源依賴(resource-dependence theory)、社會網絡理論(social network theory)，以及社會交換論(social exchange theory，SET)瞭解合作，再藉由質化訪談電子零組件廠、食品烘焙廠、電子零組件貿易及代理商以及化工廠，探討客戶端的競爭或合作關係如何影響焦點公司內部單位之間的競爭與合作。本研究發現，除了客戶端的競爭或合作會影響組織內部不同單位間的競爭或合作外，組織層級是否能提供足夠的資源給組織內的單位是單位間採取競爭或合作的重要因素，從研究中可推導出四項結論：1. 上市櫃公司因為專業經理人需要顧及財報數字對股價的影響，會適時照顧業績不佳的單位；私人公司因為非專業經理人，則完全利潤導向，無須特別照顧績效不佳的單位。2.當客戶端狀況為競爭，且客戶對企業的影響力相當時，若組織的資源不足，組織層級希望組織內單位間在創價流程以及有形或無形資源互相配合，採取合作；而組織內單位間在創價流程以及有形或無形資源上採取競爭。3. 當客戶端狀況為競爭，且客戶對企業的影響力不相當時，若組織層級的資源不足，組織層級則希望小客戶單位採取合作，在創價流程、知識與能力以及有形或無形資源上配合大客戶單位；而組織內的大客戶單位在創價流程以及有形或無形資源上會對小客戶單位採取競爭，小客戶單位在創價流程、知識與能力以及有形或無形資源上配合大客戶單位，採取合作。4. 客戶端狀況為競爭，且客戶對企業的影響力不相當時，若組織層級資源足夠時，組織層級希望組織內大客戶單位和小客戶單位在創價流程以及有形或無形資源上互相配合，採取合作；組織內大客戶單位對小客戶單位在創價流程上會採取合作，而小客戶單位對大客戶單位在創價流程與知識能力上會進行配合，採取合作。

This thesis is focused on the relations of competition and cooperation between non-governmental non-profit organizations working with migrants in Prague. Based on interviews with representatives of these organizations and the study of documents, this thesis shows that classical theoretical approaches that deal with interorganizational relationships generally, i.e. those of profitable organizations in the market environment, ignore the specificity of non-profit organizations. Unlike profitable organizations, non-profit organizations primarily do not aim at profit but rather at the mission they were founded for. Classical theories do not reflect this dimension at all. The non-profit organizations working with migrants in Prague not only cooperate but this cooperation is motivated especially by their mission, although they are situated in a highly competitive position because they are situated in the same area, work with the same clients, offer similar services to these clients and are financed from the same sources. Keywords Collaboration, cooperation, competition, co-opetition, inter-organizational relationships, non-governmental non-profit organization, mission, identity

The purpose of the study is to gain deeper knowledge in the conditions of integrating coopetition(collaboration with competitors) in the business model and how it can create value for high technology firms. The study has been delimited by studying the audiobook and podcast industry and has interviewed two audiobook companies, one podcast company and used external reports about the industry as a whole for the empirical data collection. Theories of co-opetition and business models have formed the basis for the study's analysis and motivated the study's conclusions. The results of the study show that there are good conditions for companies to integrate cooperation in their business models and that it can create value for them through three key factors: technological innovations, gaining resources and competitive advantages. How a specific coopetition should be integrated in this specific case remains to be researched further, but how the conditions look for a co-opetition to take place are positive. / Syftet med studien är att få djupare kunskap om förutsättningarna för att integrera co-opetition (samarbete med konkurrenter) i affärsmodellen och hur det kan skapa värde för högteknologiska företag. Studien har avgränsats genom att studera ljudboks- och podcastbranschen och har intervjuat två ljudboksföretag, ett podcastföretag och använt externa rapporter om branschen somhelhet för den empiriska datainsamlingen. Teorier om co-opetition och affärsmodellen har legat till grund för studiens analys och motivering till studiens slutsatser. Resultatet av studien visade att det finns goda förutsättningar för företag att integrera coopetition i sina affärsmodeller och att detta kan skapa värde för dem genom tre nyckelfaktorer: tekniska innovationer, att få resurser och skapa konkurrensfördelar. Hur en specifik co-opetitionska integreras i detta fall återstår att forska vidare på, men förutsättningarna att integrera en coopetition är positiva och visar på flera fördelar.

Titel: Relationen mellan traditionella storbanker och fintechföretag - Konkurrens eller samarbete? Ämne: Självständigt uppsatsarbete inom företagsekonomi, 30 hp Författare: Angelica Svensson & Fredrika Årzén Forskningsfråga: Hur ser relationen ut mellan traditionella storbanker och fintechföretag inom kreditgivning till företag? Syfte: Studiens syfte är att beskriva relationen mellan traditionella storbanker och fintechföretag på kreditgivningsmarknaden för företag i Sverige idag. Vidare ska studien analysera och skapa en förståelse för den här relationen, samt utveckla teoretiska begrepp avseende konkurrens och samarbete. Metod: En kvalitativ metod med en abduktiv forskningsansats har varit utgångspunkten för studiens genomförande. Litteraturgenomgången och den teoretiska referensramen bygger på inhämtad information från litteratur samt tidigare forskning. Intervjuer har genomförts med 9 respondenter från både traditionella storbanker och fintechföretag. Slutsats: Resultatet som studien kommer fram till visar på att traditionella storbanker och fintechföretag har olika utlåningstekniker de utgår ifrån, med bakgrund i att det finns olika motiv och drivkrafter som driver dem. Motiven och drivkrafterna påverkar möjligheten till konkurrens och samarbete, då deras respektive utgångslägen ser olika ut inför en samverkan. En paradoxal strategisk process kan ses uppstå utifrån deras olika motiv och drivkrafter att beakta i ett sammanhang där de är verksamma på samma marknad. / Title: The relationship between traditional large banks and fintech companies – Competition or collaboration? Topic: Independent Project in Business Administration 30 credits  Author: Angelica Svensson & Fredrika Årzén  Research question: What is the relationship like between traditional commercial banks and fintech companies in corporate lending? Purpose: The purpose of the study is to describe the relationship between traditional commercial banks and fintech companies in the corporate lending market for business in Sweden today. Furthermore, the study aims to analyze and develop an understanding of this relationship, as well as develop theoretical concepts regarding competition and collaboration. Method: A qualitative method with an abductive research approach has been the basis for conducting the study. The literature review and the theoretical framework are based on gathered information from literature and previous research. Interviews have been conducted with 9 respondents from both traditional commercial banks and fintech companies. Conclusion: The findings of the study indicate that traditional commercial banks and fintech companies employ different lending techniques driven by their distinct motivations and incentives. The diverse driving factors influence the possibilities of competition and collaboration, as their historical backgrounds vary when considering cooperation. A paradoxical strategic process can be observed due to their differing perspectives and the different factors they need to consider when operating in the same market.

Purpose - This study aims to provide an understanding of co-opetition as a strategy when medical technology companies collectively develop interoperability solutions for hospitals.     Method - The study is an explorative multiple-case study involving medical technology companies, hospitals, and industry experts. A total of 20 interviews were conducted with respondents located in Sweden, the United States, and Italy in three waves. The analysis was conducted through a thematic analysis. Findings - The study resulted in an overview of two important phases to consider when engaging in co-opetition to achieve faultless interoperability. Namely the development and operational phase. Moreover, critical activities in the respective phases were illustrated in a process framework that also showcased interdependencies between activities.    Theoretical contribution – This study extends the notion that co-opetition primarily revolves around developing new products and services and emphasizes that the operational phase of developed solutions is important to consider. Furthermore, it contributes to the literature by displaying the need to contextualize co-opetition with industry-specific considerations.  Managerial implications – This study provides an overview for vendors on how to approach co-opetition to achieve faultless interoperability. Moreover, it shows that co-opetition is a deliberate strategy that needs to be evaluated if it should be pursued or not. Finally, managers need to have an awareness that co-opetition is a strategy to gain strategic benefits over other participants.   Limitations and future research - The primary focus of this study has been on co-opetition among large companies in medical technology. This limits generalizability and future research should consider smaller companies in medical technology. Additionally, future research should consider hospitals’ perspective on interoperability and its implications on co-opetition in this context. / Syfte – Denna studie avser att bidra med en förståelse kring ”co-opetition” som en strategi när medicintekniska företag tillsammans utvecklar interoperabilitetslösningar mot sjukhus. Metod – Denna studie är en explorativ multipel fallstudie som involverar företag inom medicinteknik, sjukhus och industriexperter. Totalt 20 intervjuer utfördes med respondenter som befann sig i Sverige, USA och Italien i tre omgångar. Den efterföljande analysen utfördes genom en tematisk analys.  Resultat – Studien resulterade i en överblick över två viktiga faser att beakta för att uppnå felfri interoperabilitet. Nämligen utvecklingsfasen och den operativa fasen. Vidare illustrerades kritiska aktiviteter i respektive fas samt deras relation till varandra.  Teoretiska bidrag – Denna studie utvidgar tron om att co-opetition huvudsakligen kretsar kring att utveckla nya produkter och tjänster, och betonar att den operativa fasen av utvecklade lösningar är viktig att beakta. Vidare bidrar studien till litteraturen genom att påvisa behovet av att sätta co-opetition i kontext med industrispecifika överväganden.  Praktiska bidrag – Denna studie bidrar med en överblick för medicintekniska företag kring hur de ska bedriva co-opetition för att uppnå felfri interoperabilitet. Vidare gör studien anspråk på att co-opetition är en medveten strategi som måste utvärderas om den ska bedrivas eller inte. Slutligen måste företag vara medvetna om att co-opetition även fungerar som en strategi för att få strategiska fördelar över andra medverkande parter. Begränsningar och framtida forskning – Studien har huvudsakligen fokuserat på co-opetition bland stora medicintekniska företag. Detta begränsar generaliserbarheten och framtida forskning borde överväga mindre medicintekniska företag. Framtida forskning borde dessutom överväga sjukhusens perspektiv på interoperabilitet och dess implikationer på co-opetition i detta sammanhang.

The world is moving towards real-time – and so are payments. A global transformation of payments is lying ahead, and the future offers instant payments in multiple currencies, around the clock, every day of the year. Introducing a new platform that permits instant payments for cross-currencies will change the traditional business for banks and their corporate customers. Since this payment solution is first of its kind, it will become difficult for banks to predict the future needs of their corporate customers, but they do need to find new ways to create value. Moreover, the rise of a more network-centric way of doing business pressures banks into finding new partnerships and break the traditions of incremental improvements. This study aims to investigate how instant payments for cross-currencies influence the interplay of value creation between banks and their corporate customers. It further aims to understand how the need for co-opetition will affect banks’ value creation towards their corporate customers while maintaining a competitive position in the future of payments. Through an empirical study, survey findings, and a review of existing literature, an exploratory study was performed. The results implied that the amount of value created depends on the company’s size, target market, geographical location, transaction intensity, and degree of international relationships. Furthermore, the value can differ for different units within each company; for instance, closeness to end-consumer. A resistance to changing routines and systems was identified, which must be stabilized before the payment solution can properly be utilized. To grasp the new business opportunities emerging for banks, they must continuously sense the balance between customers’ willingness to pay and new value offerings. Suggestively by embedding it into a familiar presence and/or gradual implementation by providing an opportunity to choose among payment solutions. Besides, the future of payments will increasingly involve attention to the core business, availability, and providing customized support. Also, co-opetition was shown to be a promising strategy in many aspects, since the future of payments will be shared with more actors than ever before. However, common trading zones will arise and blur the national boundaries, which result in that partnerships initially taking the form of collaboration will, over time, progress into a coopetition relationship. On top of that, cross-border issues in terms of cultural mismatches, different traditions, as well as integrating different businesses and operating models, might obstruct the progression. Some products or actors depend on other functionalities to grow, and for instant payments for cross-currencies to reach its full potential, all actors and regulations involved need to be aligned. / Världen går mot realtid - och det gäller även betalningar. En global förändring av betalningar kommer att ske, och framtiden erbjuder realtidsbetalningar i flera valutor dygnet runt, året om. Att introducera en ny plattform som tillåter omedelbara betalningar i flera valutakurser kommer att förändra den traditionella verksamheten för både banker och deras företagskunder. Eftersom denna betalningslösning är den första i sitt slag kommer det att bli svårt för bankerna att förutsäga deras kunders framtida behov och de måste hitta nya sätt att skapa värde på. Dessutom bidrar ökningen av ett mer nätverkscentrerat sätt att göra affärer att bankerna är mer pressade till att hitta nya partnerskap och bryta gamla traditioner av inkrementella förbättringar. Denna studie syftar till att undersöka hur omedelbara betalningar inom flera valutor påverkar samspelet i värdeskapandet mellan banker och deras företagskunder. Vidare avser den förstå hur behovet av co-opetition kommer att påverka bankers värdeskapande gentemot sina företagskunder samtidigt som man behåller en konkurrensposition i framtidens betalningar. Denna studie utfördes som en empirisk studie genom intervjuer, enkätsvar och granskning av befintlig litteratur. Resultaten antydde att värdet som skapas beror på företagets storlek, marknad, geografiska läge, transaktionsintensitet och graden av internationella relationer. Dessutom kan värdet variera för olika enheter inom ett och samma företag; till exempel närheten till slutkonsument. Ett motstånd till att förändra rutiner och system identifierades, vilket måste stabiliseras innan betallösningen kan nå sin fulla potential. För att ta sig an de nya affärsmöjligheter som uppstår för bankerna måste de kontinuerligt urskilja balansen mellan kundernas betalningsvillighet och nya värdeerbjudanden. Detta kan förslagsvis göras genom att bädda in en ny lösning i en mer välbekant skepnad och/eller gradvis implementera innovationen genom att erbjuda en möjlighet att välja mellan betalningslösningar. Därtill kommer betalningarnas framtid i allt högre grad att innebära större satsningar på att arbeta med kärnverksamhet, tillgänglighet och att tillhandahålla personifierad support. Dessutom visade sig co-opetition vara en lovande strategi i flera aspekter, eftersom betalningens framtid kommer att delas med fler aktörer än någonsin. Gemensamma handelszoner kommer emellertid att uppstå och sudda ut de nationella gränserna, vilket resulterar i att partnerskap som ursprungligen tar formen av samarbete kommer med tiden att utvecklas till co-opetition. Dessutom kan samarbete över landgränser utmanas av kulturella missförhållanden, olika traditioner samt integrering av olika företag och operativa modeller vilket kan hindra utvecklingen. Då vissa produkter eller aktörer är beroende av andra funktionaliteter för att växa, och för att realtidsbetalningar i flera valutor ska nå sin fulla potential, måste alla aktörer och förordningar vara i linje.