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Co-opetition: a Business Strategy for Smes in Times of Economic Crisis

Author

Listed:
  • Dorothea Kossyva

    (Department of Business Administration, University of Piraeus, Greece)

  • Katerina Sarri

    (Department of Balkan, Slavic and Oriental Studies, University of Macedonia, Greece)

  • Nikolaos Georgopoulos

    (Department of Business Administration, University of Piraeus, Greece)

Abstract

Cooperation between competing organizations (co-opetition) to achieve common objectives has become a prerequisite for global competitiveness and innovativeness. Co-opetition is a business strategy which emphasizes both cooperative and competitive relations between two or more organizations. It implies that firms, especially Small and Medium-sized Enterprises (SMEs), perform better when they are involved in competitive and cooperative relationships at the same time and combine their complementary strengths to create synergies. The present study discusses the various definitions and types of co-opetition strategy and a ddresses the implications of economic crisis on SMEs. Finally, the paper suggests that co-opetition could be an appropriate business strategy for SMEs in difficult economic conditions provided that they develop a co-opetitive portfolio with different kinds of partners by seeking to obtain the advantages of each partnership and become more competitive.

Suggested Citation

  • Dorothea Kossyva & Katerina Sarri & Nikolaos Georgopoulos, 2014. "Co-opetition: a Business Strategy for Smes in Times of Economic Crisis," South-Eastern Europe Journal of Economics, Association of Economic Universities of South and Eastern Europe and the Black Sea Region, vol. 12(1), pages 89-106.
    • Handle: RePEc:seb:journl:v:12:y:2014:i:1:p:89-106
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    File URL: http://www.asecu.gr/Seeje/issue22/issue22-kossyva.pdf
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    References listed on IDEAS

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    1. Pilsik Choi & Rosanna Garcia & Colette Friedrich, 2010. "The drivers for collective horizontal coopetition: a case study of screwcap initiatives in the international wine industry," International Journal of Human Rights and Constitutional Studies, Inderscience Enterprises Ltd, vol. 1(3), pages 271-290.
    2. Allan Afuah, 2000. "How much do your co‐opetitors' capabilities matter in the face of technological change?," Strategic Management Journal, Wiley Blackwell, vol. 21(3), pages 397-404, March.
    3. Wesson, Tom & De Figueiredo, Joao Neiva, 2001. "The importance of focus to market entrants: A study of microbrewery performance," Journal of Business Venturing, Elsevier, vol. 16(4), pages 377-403, July.
    4. Bouncken, Ricarda B. & Kraus, Sascha, 2013. "Innovation in knowledge-intensive industries: The double-edged sword of coopetition," Journal of Business Research, Elsevier, vol. 66(10), pages 2060-2070.
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    Cited by:

    1. Zygmunt Waskowski, 2017. "The Strategy of Coopetition. Value-Creating Networks of Partnership Relations – The Case of the Sports Market," MIC 2017: Managing the Global Economy; Proceedings of the Joint International Conference, Monastier di Treviso, Italy, 24–27 May 2017,, University of Primorska Press.
    2. Fischer, Piret Kukk & Hekkert, M.P. & Hüsing, B. & Moors, E.H.M., 2022. "Individual versus collective strategies in system building - The case of point-of-care diagnostics in Germany," Technological Forecasting and Social Change, Elsevier, vol. 177(C).

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    More about this item

    Keywords

    co-opetition; SMEs; economic crisis; strategic management;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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