From rivalry to results: coopetition, supply chain ambidexterity and entrepreneurial competence for driving innovation performance
Samuel Agbemude, Dorcas Nuertey, David AsamoahPurpose
Drawing on organizational learning theory, this study aims to investigate how coopetition moves beyond knowledge sharing and idea creation to generate realized innovation performance by examining the mediating role of supply chain ambidexterity and the contingent effect of entrepreneurial competence in manufacturing small and medium-sized enterprises (SMEs) within a developing economy context.
Design/methodology/approach
This study draws on survey data collected on-site from 248 manufacturing SMEs in Ghana. Partial least squares structural equation modeling was used to test the hypothesized relationships.
Findings
The results show that coopetition significantly and positively influences innovation performance, with supply chain ambidexterity serving as a partial mediator. Entrepreneurial competence, however, did not moderate the relationship between coopetition and supply chain ambidexterity. Interestingly, it negatively moderated the direct relationship between coopetition and innovation performance, suggesting that higher levels of entrepreneurial competence may, under certain conditions, constrain the benefits of coopetition due to factors such as cognitive rigidity or overreliance on internal routines.
Originality/value
This study advances organizational learning theory by showing that the innovation benefits of coopetition depend not merely on knowledge access, but on how collaborative tensions are enacted and embedded into ambidextrous supply chain routines. By revealing that entrepreneurial competence may constrain, rather than universally strengthen coopetition’s performance effects, this study challenges prevailing assumptions about the uniformly positive role of internal capabilities.