Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here for more information on Marketing Management

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (5)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Gnyawali, D. R.
Right arrow Articles by Madhavan, R.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Impact of Co-Opetition on Firm Competitive Behavior: An Empirical Examination

Devi R. Gnyawali

R. B. Pamplin College of Business, 2106 Pamplin Hall, Virginia Polytechnic Institute and State University, Blacksburg, VA 24061-0233; 540-231-5021; fax: 540-231-3076 devi{at}vt.edu

Jinyu He

Department of Management of Organizations, School of Business and Management, the Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong

Ravindranath ("Ravi") Madhavan

Katz Graduate School of Business, 236 Mervis Hall, University of Pittsburgh, Pittsburgh, PA 15260

The authors examine how co-opetition—simultaneous cooperation and competition—affects firms'competitive behavior, proposing that differential structural positions among firms in a coopetitive network reflect resource asymmetries among them and that such asymmetries lead to differences in the volume and diversity of competitive actions undertaken by those firms. Data on cooperative network structure and competitive actions from the steel industry suggest that the firm's centrality is positively related to its volume of competitive actions and that its structural autonomy is positively related to the diversity of such actions. Moreover, market diversity moderates the impact of centrality and structural autonomy on competitive behavior.

Key Words: co-opetition • competitive behavior • network structure

Journal of Management, Vol. 32, No. 4, 507-530 (2006)
DOI: 10.1177/0149206305284550
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Group Organization ManagementHome page
D. R. Gnyawali, E. H. Offstein, and R. S. Lau
The Impact of the CEO Pay Gap on Firm Competitive Behavior
Group Organization Management, August 1, 2008; 33(4): 453 - 484.
[Abstract] [PDF]