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How a coopetition-oriented mindset and competitive intensity drive coopetition behaviour to support export scale-up activities in a post-crisis environment

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  • Ali Mahdi
  • David Crick
  • James M. Crick
  • Wadid Lamine
  • Martine Spence

Abstract

This study unpacks the complexity of the relationship between a coopetition-oriented mindset, coopetition activities (collaboration with competitors), and competitive intensity. The research setting features passive exporting firms seeking to scale-up sales abroad in an immediate post-crisis period (after COVID-19). Following 20 field interviews, a survey of 306 under-resourced wine producers in the USA was utilised in the model testing stage. Findings evidence respective significant positive relationships between first, a coopetition-oriented mindset; second, competitive intensity, and engaging in coopetition activities. A non-significant moderation effect existed regarding competitive intensity on the coopetition-oriented mindset - coopetition activities relationship. The field interviews offer unique insights highlighting that pivoted coopetition practices in the move from a passive to active exporting involvement following a crisis can take time to achieve benefits. Not least, because decision-makers face new levels of competitive intensity across product-market strategies, affecting the nature of their coopetition partners.

Suggested Citation

  • Ali Mahdi & David Crick & James M. Crick & Wadid Lamine & Martine Spence, 2025. "How a coopetition-oriented mindset and competitive intensity drive coopetition behaviour to support export scale-up activities in a post-crisis environment," International Journal of Entrepreneurship and Small Business, Inderscience Enterprises Ltd, vol. 56(1), pages 24-52.
    • Handle: RePEc:ids:ijesbu:v:56:y:2025:i:1:p:24-52
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