Unpacking coopetition in international strategic alliances: Dimensions, contingencies, and structures

Abstract

Further progress in coopetition research is currently impeded by three ongoing problems in the literature: (a) conceptual ambiguity surrounding the coopetition construct; (b) an insufficient understanding of contingency factors; and (c) a lack of consideration of the potential variations in coopetition structures. In the specific context of international strategic alliances (ISAs), these unresolved issues have increased confusion regarding coopetition–joint performance relationship. To address these interrelated issues, this study unpacks coopetition in the ISA context into coopetition intensity and coopetition balance, examines the contingent role of trust in coopetition–joint performance relationship, and provides a nuanced analysis of coopetition structures. Based on a sample of 172 ISAs, we find that both coopetition intensity and balance independently exert positive effects on ISA joint performance outcomes. Moreover, simultaneously high levels of coopetition intensity and balance yield synergistic benefits. The results of the moderating effects indicate that goodwill trust weakens the positive effect of coopetition balance on joint performance, while competence trust strengthens this positive effect. Compared to a horizontal structure, the moderating effects of trust on the relationship between coopetition balance and joint performance are stronger in a vertical structure. This study therefore provides novel results; specifically, it indicates how coopetition manifests and how parties in ISAs jointly benefit or suffer from coopetition activities, offering fresh insights into managing coopetition in ISAs.