Discontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrants

DC FieldValueLanguage
dc.contributor.authorCozzolino, Alessio-
dc.contributor.authorRothaermel, Frank-
dc.date.accessioned2018-11-26T12:29:28Z-
dc.date.available2018-11-26T12:29:28Z-
dc.date.copyright2018 Wileyen_US
dc.date.issued2018-12-
dc.identifier.citationStrategic Management Journalen_US
dc.identifier.issn0143-2095-
dc.identifier.urihttp://hdl.handle.net/10197/9566-
dc.description.abstractResearch Summary: We advance an integrative model in which distinct types of technological discontinuities (core‐knowledge vs. complementary‐asset) are combined with different appropriability regimes (strong vs. weak) to predict competitive and cooperative dynamics between incumbents and entrants. We posit that incumbents ally with entrants following a core‐knowledge discontinuity when the appropriability regime is strong. When the appropriability regime is weak, incumbents are more likely to acquire entrants. We submit that the additional consideration of complementary‐asset discontinuities reveals a more integrated theoretical model of competition and cooperation between incumbents and entrants. In particular, incumbents tend to cooperate among themselves following complementary‐asset discontinuities, although we highlight theoretical nuances due to different appropriability regimes. We provide falsifiable propositions, and introduce contingencies such as firm‐level heterogeneity and time dynamics. --- Managerial Summary: Interfirm cooperation is one possible avenue for existing firms to address the challenge of responding to discontinuous technological changes. What is not clear, however, is who should the incumbent ally with: other incumbents or new entrants? We provide an integrative framework to help managers to decide when to cooperate with competitors and when to cooperate with new entrants. When the core knowledge of incumbent firms is made obsolete by technological advances and intellectual property is fairly well protected, managers of existing firms should search out collaboration with new entrants. If intellectual property protection is weak, managers of incumbents firms are better off acquiring new entrants. When the downstream complementary resources such manufacturing, distribution, and sales are replaced by radically new technologies, then incumbents best option is cooperate with other incumbents in order to compete against new entrants.en_US
dc.description.sponsorshipUniversity College Dublinen_US
dc.language.isoenen_US
dc.publisherWileyen_US
dc.subjectCapabilitiesen_US
dc.subjectComplementary assetsen_US
dc.subjectCoopetitionen_US
dc.subjectInnovationen_US
dc.subjectPlatform strategyen_US
dc.titleDiscontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrantsen_US
dc.typeJournal Articleen_US
dc.internal.authorcontactotheralessio.cozzolino@ucd.ieen_US
dc.statusPeer revieweden_US
dc.identifier.volume39en_US
dc.identifier.issue12en_US
dc.identifier.startpage3053en_US
dc.identifier.endpage3085en_US
dc.citation.otherSpecial Issue: The Interplay of Competition and Cooperationen_US
dc.identifier.doi10.1002/smj.2776-
dc.neeo.contributorCozzolino|Alessio|aut|-
dc.neeo.contributorRothaermel|Frank|aut|-
dc.description.othersponsorshipBocconi Doctoral Studies Fellowshipen_US
dc.description.othersponsorshipTelecom Italiaen_US
dc.date.updated2018-08-06T12:21:34Z-
item.fulltextWith Fulltext-
item.grantfulltextopen-
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