HIGHLIGHTS: •Competition and cooperation between stores increase agglomeration performance. •There is a positive spill-over effect between agglomeration and store performance. •Cooperation increases store performance indirectly via... more
HIGHLIGHTS: •Competition and cooperation between stores increase agglomeration performance. •There is a positive spill-over effect between agglomeration and store performance. •Cooperation increases store performance indirectly via agglomeration performance. •The spill-over effect nullifies competition's negative impact on store performance. •Coopetition capabilities of stores enhance competitiveness of an agglomeration.
ABSTRACT: Stores in retail and other service agglomerations, such as high streets and shopping malls, compete with each other for customers. Yet they may also cooperate with each other in relation to operational and marketing matters within the agglomeration in which they are located. The aim of this paper is to investigate the impact of both competition and cooperation, i.e. coopetition, on agglomeration and store performance. Drawing on the network debate, this paper develops a conceptual model and tests it in three distinctive agglomerations, each in an urban setting, namely first- and second-order high streets as well as an inner-city retail and service cluster. A total of 277 store managers served as key informants in our survey. Variance-based structural equation modelling reveals that both competition and cooperation improve agglomeration performance directly. Despite competition having a negative direct effect on stores’ performance, the overall effect is insignificant. Cooperation affects store performance positively but only indirectly. The contribution of this paper is to reveal and substantiate the complex nature and benefits of the effects of the coopetition of stores located within agglomerations. More widely it underlines the importance of managers of agglomerations understanding the differing effects of competition and cooperation and using this understanding in their management decision making.
Supply Chain Management (SCM) has become an integral part of strategy for all organizations irrespective of their size and sector in the present globalized and networked economy. The vast bulk of literature in supply chain management... more
Supply Chain Management (SCM) has become an integral part of strategy for all organizations irrespective of their size and sector in the present globalized and networked economy. The vast bulk of literature in supply chain management focuses, implicitly, on the vertical flow of products from source to the final consumer.
Companies develop co-creation platforms to collect innovative ideas generated by consumers. The idea competition model is traditionally used to organise such collective action and has been widely implemented by companies. In parallel, the... more
Companies develop co-creation platforms to collect innovative ideas generated by consumers. The idea competition model is traditionally used to organise such collective action and has been widely implemented by companies. In parallel, the development of collaborative platforms and social networks have led to the appearance of co-creation platforms based on a cooperation model with community features. In addition to these two classical models, a third model, a combination of competition and cooperation — the coopetition model — has emerged. Although there is growing interest in this model, no study to date has compared its performance to the other two models. Our research objective is to investigate and compare how these three models affect creative performance in terms of idea quantity and quality. We thus conducted an experiment with 177 students to generate ideas that were submitted to an established company. The results show that the coopetition model generates more ideas and mor...
As entrepreneurship education for artists expands, business strategy itself gets adapted to the particular ways in which artists are creative placemakers. Traditional business strategy is based on competition for scarce resources—as... more
As entrepreneurship education for artists expands, business strategy itself gets adapted to the particular ways in which artists are creative placemakers. Traditional business strategy is based on competition for scarce resources—as exemplified in Michael Porter's iconic Porter's Five Forces analysis and as extended to non-profit management by Sharon Oster's Sixth Force which includes donors. Yet creative placemaking often entails collaboration. Even in underfunded fields in which resources are in fact scarce, business strategy frameworks that are based on partnership and collaboration—most notably Brandenberger and Nalebuff's “ValueNet”—better suit community engagement and partnership strategies associated with creative placemaking. This paper takes as a case study a workshop taught to choreographers and other movement artists at the Lower Manhattan Cultural Council, in collaboration with the Actors Fund. The core question of the ValueNet—“If I succeed, who succeeds with me?"—has led to unexpected ways of mapping the ecosystem of the arts, and fruitful community engagement. In reimagining business strategy more holistically, this approach is also part of a larger pedagogy toward a principles-based, rather than rules-based, model of teaching business as a creative design medium itself.
People and organizations should work together for the greater good. This article seeks to identify the categories of co-opetition in post-Corona organizations compared to before. For this purpose, it is used a qualitative approach. The... more
People and organizations should work together for the greater good. This article seeks to identify the categories of co-opetition in post-Corona organizations compared to before. For this purpose, it is used a qualitative approach. The saturation method was used to determine the number of participants and the independent coders’ method was used to confirm the trustworthiness of the research. The results of this study have identified 4 categories in the field of co-opetition in organizations after COVID-19. These categories are more isolation because of lockdown, improving the relations between organizations and citizens, increasing co-opetition of organizations, and virtualization of most works.
