Mediators affecting the relationship between coopetition and firm performance in B2B marketing settings
Aliasghar Aliakbari, James M. Crick, Wei-Fen Chen, Dave CrickPurpose
This paper addresses a problem within the existing body of knowledge pertinent to business-to-business (B2B) settings, concerning the contrasting prior findings in respect of the relationship between coopetition (collaboration with competitors) and firm performance. Specifically, the purpose is to address a research gap regarding the current limited understanding of mediating factors that are likely to explain contrasting earlier findings in the coopetition-firm performance relationship.
Design/methodology/approach
A conceptual approach synthesises mixed prior empirical findings primarily from the B2B marketing literature but also draws on wider strategy research. A testable framework is proposed in which coopetition exhibits an inverted-U shape relationship with firm performance. Furthermore, this relationship is mediated by three salient firm-level capabilities, namely, organisational ambidexterity, organisational learning and organisational tensions management.
Findings
While the relationship between coopetition and firm performance has been widely examined in the B2B marketing and strategy domains, prior research has produced inconsistent results, ranging from positive to negative effects, alongside a non-linear association. In this paper, a non-linear (inverted U-shaped) relationship is conceptualised, whereby firms may experience reduced performance from engaging in either “too little” and “too much” coopetition. In addition, the framework proposes three mediators, namely, organisational ambidexterity, organisational learning and organisational tensions management, that offer novel insights concerning how coopetition is likely to be translated into different performance outcomes.
Originality/value
Underpinned by the resource-based view and relational view, unique insights arise that address a problem concerning the contrasting prior findings regarding the relationship between coopetition and firm performance. The paper extends current literature beyond contextual moderators that have been previously investigated, by conceptualising organisational ambidexterity, organisational learning and organisational tensions management as mediating capabilities. In doing so, the paper provides a clearer explanation of how coopetition is likely to shape firm performance through internal capability mechanisms.