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Les stratégies de coopétition comme source de tensions : le cas EADS-Thales dans l’industrie des satellites de télécommunications

Author

Listed:
  • Anne-Sophie Fernandez

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

  • Fréderic Le Roy

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

Abstract

Les stratégies de coopétition combinent deux forces contradictoires : la compétition et la coopération. Ces stratégies créent des tensions fortes entre les coopétiteurs. Les tensions coopétitives sont étudiées, dans les recherches antérieures, au niveau inter-organisationnel mais pas au niveau intra-organisationnel. Afin de combler ce vide, une étude de cas approfondie est réalisée dans l'industrie des satellites de télécommunications. Un projet de satellite mené en coopétition entre EADS et Thales est analysé. Les résultats confirment l'existence de tensions au niveau inter-organisationnel et révèlent des tensions au niveau intra-organisationnel. Une typologie des différentes tensions coopétitives en fonction des niveaux d'analyse est proposée.

Suggested Citation

  • Anne-Sophie Fernandez & Fréderic Le Roy, 2015. "Les stratégies de coopétition comme source de tensions : le cas EADS-Thales dans l’industrie des satellites de télécommunications," Post-Print hal-02009799, HAL.
  • Handle: RePEc:hal:journl:hal-02009799
    DOI: 10.7202/1043006ar
    as

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