Nowadays, the market environment is getting more radical and dynamic, such condition boosts up intensive competition make numerous organization toward red sea. Under such circumstance, however, the most important thing is not only to get survive but having additional earnings to sustain business. Thus lots organizations struggle to do renewal in strategizing, planning in order to differentiate themselves to outperform in their industry. Based on practical experience and integrate theoretical finds, the framework in analyzing how organization crafts sustainable capacity form coopetition(Äv¦X) is explored. Real practical case is illustrated in this study try to explain how L Company is integrated under a serious competitive condition and outperform then it shapes synergy from merging six parallel businesses into one big company. Through such merging story, finds are emerged as followings: 1. Small business can compete with big company by cooperation with others. 2. Relationship is critical element to integrate forces and accumulate common sense from business partners. 3. In integration, how effective result will come out through intensive compromising and negotiating among business partners. Keywords: Coopetition strategy, Red sea, Blue sea strategy, Zero-sum, Win-win.

Detta är en studie om coopetition inom destinationsnätverk, det vill säga när aktörer på en turistdestination ingår i ett nätverk där samarbete och konkurrens sker samtidigt. Studien är gjord på Visit Gellivare Lapland (VGL), ett destinationsnätverk i Gällivare i norra Lappland som består av ett destinationsbolag, turistbyrån samt ca 55 stycken medlemmar som verkar inom besöksnäringen. Coopetition är en sammansättning av engelskans cooperation och competition och är ett fenomen som uppkommit i och med att konkurrerande organisationer går samman för att nå konkurrensfördelar. Det teoretiska syftet med denna studie är utveckla en förståelse för hur kommunikation och motivation hindrar respektive möjliggör coopetition inom ett destinationsnätverk och det praktiska syftet är att utveckla Visit Gellivare Lapland som destinationsnätverk genom att ge destinationsbolaget och dess medlemmar en förståelse för hur kommunikation och motivation påverkar samarbetet inom nätverket. I och med att vi i studien vill nå en förståelse för begreppet coopetition inom destinationsnätverk har vi antagit en hermeneutisk kunskapssyn och eftersom syftet är att se hur de på förhand bestämda faktorerna kommunikation och motivation påverkar coopetition så antar studien ett deduktivt angreppssätt. Praktiskt har vi gjort en kvalitativ undersökning bestående av tolv stycken semistrukturerade intervjuer med medlemmar från destinationsnätverket VGL samt anställda på destinationsbolaget och turistbyrån. Med intervjuerna ämnade vi besvara vår frågeställning: Hur uppfattar destinationsbolaget Visit Gellivare Lapland och dess medlemmar coopetition i destinationsnätverket? Av studien framgår att medlemsrespondenterna generellt sett inte upplever någon konkurrens, men att de alla gärna samarbetar med andra medlemmar inom nätverket. Den främsta motivationsfaktorn för medlemskapet i destinationsnätverket uppger medlemmarna är marknadsföringen som de får utav destinationsbolaget/turistbyrån. Destinationsbolaget uttrycker dock en önskan om större engagemang från medlemmarnas sida då de upplever att få medlemmar medverkar i nätverkets aktiviteter, så som exempelvis medlemsmöten. Vad gäller kommunikationen i nätverket framgår att en rad olika kanaler används, men huvudsakligen sker kontakten mellan destinationsbolaget/turistbyrån och medlemmarna via mail och telefon. Vi får av destinationsbolaget/turistbyrån uppfattningen att de inte tycker att medlemmarna tar till sig den information som skickas ut, medan medlemmarna i flera fall uttrycker att de får för mycket mail, så att de inte tar sig tid att läsa. De främsta slutsatserna och rekommendationerna vi vill ge destinationsbolaget/ turistbyrån är att de bör se över kommunikationen med medlemmarna och förmedla den nytta medlemmarna kan få av att vara engagerade i destinationsnätverket. Gällande medlemmarna anser vi att de först och främst bör inse vikten av sin egen medverkan i nätverkets aktiviteter och att samtliga medlemmars engagemang i nätverket kan förbättra nätverket i stort. Nyckelord: coopetition, co-opetition, samarbete, konkurrens, motivation, kommunikation, destinationsnätverk, nätverk, regionala strategiska nätverk, strategiska nätverk, turism, destination

Univ. der Bundeswehr Hamburg, Habil.-Schr.--Hamburg, 1999.

Techn. Univ., Diss. u.d.T.: Henke, Michael: Strategische Kooperationen kleinerer und mittlerer Unternehmen (KMU) unter besonderer Berücksichtigung des Coopetitions-Ansatzes--München, 2002.

Univ., Diss.--Oldenburg, 2003.

Esta tese apresenta um modelo para mensuração probabilística do retorno financeiro gerado pela participação de micro e pequenas empresas em redes de cooperação horizontal (RCH). Esta pesquisa pretende atender uma lacuna técnica informacional da literatura no que tange a modelos para mensuração econômica/financeira dos benefícios gerados pela participação destas empresas em RCH, bem como a identificação do volume e interdependência destes benefícios sobre seu faturamento. Para tanto, por meio de uma revisão sistemática de literatura, foi realizado um levantamento dos benefícios passíveis de mensuração econômica/financeira em função da participação de empresas em RCH. Identificaram-se dois conjuntos de ganhos compostos por três blocos de benefícios, sendo estes desdobrados em sete benefícios estruturados por dezesseis construtos, formando assim a base teórica do modelo. A partir desta base teórica, os itens de mensuração capazes de traduzir os constructos de benefícios foram mapeados. Propôs-se então um ciclo da gestão financeira para empresas participantes de RCH, que se traduziu como base operacional do modelo. Como principal resultado do modelo obtêm-se o valor médio e a distribuição de probabilidade do retorno financeiro dos dois conjuntos de ganhos, por meio de três opções estratégicas de incorporação do retorno à estrutura financeira da empresa. A aplicação do modelo deu-se por meio de um teste piloto numa pequena empresa do setor moveleiro participante de uma RCH. / This thesis presents a model for probabilistic measure of the financial return generated by the participation of micro and small companies in Horizontal Cooperation Networks (HCN). This research aims to answer a technical informational gap observed in the literature regarding models for measuring economic / financial benefits generated by the participation of these companies in HCN, considering the volume and interdependence of these benefits on company revenues. To achieve the objectives, through a systematic review of literature, the benefits subject to economic / financial measures due to the participation of companies in HCN were collected. Two sets of gains, comprised by three benefits blocks, which are compounds by seven benefits structured by sixteen constructs were identified, forming the theoretical basis of the model. From this theoretical basis, the items of measurement capable of translating constructs into benefits were mapped. Then a cycle of financial management for companies participating in HCN was proposed, which was reflected as the operational basis of the model. The main result of the model was the obtainment of the average value and the probability distribution of the financial return – for the two sets of gains, through three strategic options for incorporation of earnings in the company financial structure. The model application was carried out by a pilot test conducted in a small company of the furniture sector that participates in a HCN.

The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.

Esta tese apresenta um modelo para mensuração probabilística do retorno financeiro gerado pela participação de micro e pequenas empresas em redes de cooperação horizontal (RCH). Esta pesquisa pretende atender uma lacuna técnica informacional da literatura no que tange a modelos para mensuração econômica/financeira dos benefícios gerados pela participação destas empresas em RCH, bem como a identificação do volume e interdependência destes benefícios sobre seu faturamento. Para tanto, por meio de uma revisão sistemática de literatura, foi realizado um levantamento dos benefícios passíveis de mensuração econômica/financeira em função da participação de empresas em RCH. Identificaram-se dois conjuntos de ganhos compostos por três blocos de benefícios, sendo estes desdobrados em sete benefícios estruturados por dezesseis construtos, formando assim a base teórica do modelo. A partir desta base teórica, os itens de mensuração capazes de traduzir os constructos de benefícios foram mapeados. Propôs-se então um ciclo da gestão financeira para empresas participantes de RCH, que se traduziu como base operacional do modelo. Como principal resultado do modelo obtêm-se o valor médio e a distribuição de probabilidade do retorno financeiro dos dois conjuntos de ganhos, por meio de três opções estratégicas de incorporação do retorno à estrutura financeira da empresa. A aplicação do modelo deu-se por meio de um teste piloto numa pequena empresa do setor moveleiro participante de uma RCH. / This thesis presents a model for probabilistic measure of the financial return generated by the participation of micro and small companies in Horizontal Cooperation Networks (HCN). This research aims to answer a technical informational gap observed in the literature regarding models for measuring economic / financial benefits generated by the participation of these companies in HCN, considering the volume and interdependence of these benefits on company revenues. To achieve the objectives, through a systematic review of literature, the benefits subject to economic / financial measures due to the participation of companies in HCN were collected. Two sets of gains, comprised by three benefits blocks, which are compounds by seven benefits structured by sixteen constructs were identified, forming the theoretical basis of the model. From this theoretical basis, the items of measurement capable of translating constructs into benefits were mapped. Then a cycle of financial management for companies participating in HCN was proposed, which was reflected as the operational basis of the model. The main result of the model was the obtainment of the average value and the probability distribution of the financial return – for the two sets of gains, through three strategic options for incorporation of earnings in the company financial structure. The model application was carried out by a pilot test conducted in a small company of the furniture sector that participates in a HCN.

Le concept de coopétition s'intéresse aux stratégies d'entreprise simultanément concurrentielles et coopératives. Il les envisage du point de vue de la dialectique et du paradoxe. De nombreux travaux abordent les déterminants des stratégies de coopétition à partir de diverses perspectives théoriques. La complexité du phénomène requiert l'intégration de plusieurs niveaux de déterminants. Les difficultés liées à la mise en œuvre de stratégies de coopétition sont peu abordées par la littérature. Par essence paradoxales, les stratégies de coopétition créent des tensions spécifiques, définies comme des tensions coopétitives. Pour que les partenaires atteignent leurs objectifs, les tensions coopétitives doivent être managées. La thèse vise à répondre à la problématique suivante : s'il semble opportun pour deux entreprises leaders et concurrentes sur un même marché de mutualiser leurs forces au travers d'une stratégie de coopétition pour atteindre un objectif commun, comment gèrent-elles les tensions induites par la mise en œuvre d'une telle stratégie paradoxale ? Trois axes de questionnement se déclinent à partir de la problématique centrale. Ils abordent successivement les déterminants des stratégies de coopétition, les sources de tensions coopétitives et leur management. Un acteur tiers doté de compétences architecturales peut contraindre les stratégies de coopétition. Selon l'influence de cet acteur tiers architecte, deux formes de coopétition sont distinguées : la coopétition intermédiée et la coopétition non-intermédiée. Les déterminants, les sources de tensions coopétitives et leur management sont envisagées pour ces deux types de coopétition. Le secteur des télécommunications de l'industrie spatiale est retenu comme cadre empirique. La méthode de recherche est qualitative. Elle repose sur l'étude approfondie de deux programmes spatiaux de télécommunications menés conjointement par les deux industriels européens : Astrium (EADS) et Thales Alenia Space (Thales). Le cas Alphabus est représentatif d'une stratégie de coopétition intermédiée. Le cas Yahsat est représentatif d'une stratégie de coopétition non-intermédiée. Les résultats intègrent le niveau de l'industrie, de l'organisation et de l'individu pour comprendre l'adoption de stratégies de coopétition. Des tensions coopétitives apparaissent au niveau de l'industrie, au niveau dyadique, organisationnel, intra-organisationnel et interindividuel. Bien que nécessaire, le cadre contractuel est insuffisant pour assurer une gestion efficace des tensions coopétitives. Les SI facilitent le management des tensions coopétitives. Des dispositifs et des actions spécifiques sont nécessaires. L'étude met en exergue deux modes de management des tensions coopétitives. Dans le cas d'une stratégie de coopétition intermédiée, le management des tensions coopétitives est externalisé à l'acteur tiers. Dans le cas d'une stratégie de coopétition non-intermédiée, le management des tensions coopétitives est internalisé. Il repose sur l'équipe-projet, sa structure de gouvernance et son chef de projet. La duplication des postes clés au sein de l'équipe est primordiale. Le chef de projet est doté de compétences spécifiques. Personnage schizophrène, il intègre le paradoxe de la coopétition et assure la gestion des tensions au sein de l'équipe au travers de ses différentes missions. / The concept of co-opetition analyzes simultaneous cooperative and competitive strategies from a dialectical and paradoxical perspective. Previous scholars focused on drivers of co-opetition using various theoretical backgrounds. The complexity of the phenomenon requires a multiple-level framework to understand the drivers of co-opetition. A gap exists in the literature about the implementation of co-opetitive strategies. Since paradoxical, co-opetitive strategies create specific tensions defined as “co-opetitive tensions”. To achieve their goals, partners need to manage efficiently co-opetitive tensions. The thesis aims to answer the following question: if two competing leaders join their forces in a co-opetitive strategy to reach a common objective, how do they manage the tensions resulting from the implementation of such a paradoxical strategy? Three issues come from this questioning: the drivers of co-opetition, the sources of co-opetitive tensions and their management. A third party as an architect can constrain the emergence of co-opetitive strategies. Thus, two types of co-opetition are distinguished: intermediated co-opetition and non-intermediated co-opetition. For both types of co-opetition, drivers, sources of co-opetitive tensions and their management are investigated. The empirical study is conducted within the sector of manufacturing telecommunications' satellites. The method is qualitative. It is based on two in-depth case studies of common programmes conducted by European manufacturers: Astrium (EADS group) and Thales Alenia Space (Thales group). The programme Alphabus is an exemplar case of intermediated co-opetition. The programme Yahsat is an exemplar case of non-intermediated co-opetition. The results of the study combine industry-level, organization-level and individual-level to understand the drivers of co-opetition. Co-opetitive tensions appear at the industry, dyadic, organizational, intra-organizational and inter-individual levels. Even necessary, contracts are insufficient to manage efficiently co-opetitive tensions. Information systems facilitate the management of co-opetitive tensions but specific tools and actions are needed. The study provides insights about managing co-opetitive tensions. In the case of intermediated co-opetition, the management is externalized through a third party. In the case of non-intermediated co-opetition, the management is internalized. Its efficiency depends on the team, the governance structure of the team and on the project manager. Managerial responsibilities must be duplicated and equally shared by both partners. The project manager has specific competences. Schizophrenic character, he embodies the paradox of co-opetition. Through its various missions, he is responsible for the management of co-opetitive tensions within the team.

With the mounting pressures on institutions of higher education to do more with limited resources, the opportunity to collaborate with other colleges has emerged as a viable tool to create efficiencies and obtain valuable knowledge otherwise unattainable by an institution, even if that collaboration takes place with a competing institution. Enterprise resource planning (ERP) systems are critical to managing student information and college operations, but can be challenging for colleges to implement. Consortia present a unique solution to colleges to address gaps in their expertise and skills needed to achieve a successful ERP implementation. This study explores the factors that are critical to successful ERP implementations in a community college setting and aims to develop a model that will assist colleges in targeting their efforts so as to make the best use of their resources. This paper shares a set of best practices to assist community colleges in accomplishing successful ERP implementations. In addition, this paper introduces a potential solution to community colleges of using a consortium relationship with like colleges to support the ERP implementation process and best practices with regard to these consortia to successfully support these efforts. Additionally, this best practices are discussed in this paper and are a compilation from insights gained through a review of the academic literature on ERP success factors and surveys of four community colleges that had completed ERP implementations. We hope that these insights will prove beneficial to colleges contemplating the implementation of a new ERP system. We believe that this paper can also assist colleges in determining if a consortium approach to their ERP implementation would be advantageous, generating greater bargaining power for the participating colleges, providing for the sharing of information between colleges, and helping to accommodate for any deficiency in expertise.