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Implementing the right project structure to achieve coopetitive innovation projects

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)

  • Frédéric 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)

  • Paul Chiambaretto

    (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, Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School, Université Paris-Saclay)

Abstract

This research focuses on the project structure used by coopetitors to achieve common innovation projects. Scholars have recently identified an original but complex project structure that they call the Coopetitive Project Team (CPT). However, other project structures can also be implemented by coopetitors to achieve innovation. Therefore, we address the following question: for which types of innovation projects is CPT appropriate? We argue that coopetitors need to use CPT for high-risk and high-cost projects when the aim is to develop radical innovation. CPT allows coopetitors not only to develop innovation capabilities through close resource and knowledge sharing but also to manage the risk of opportunism. Conversely, coopetitors should use another project structure, Separated Project Teams (SPTs), for low-cost and low-risk projects when the aim is to develop incremental innovation. The SPT design allows coopetitors both to achieve the goal of the project and to minimize the risk of opportunism. To confirm our assumptions, we studied the project portfolios of Airbus and Thales, two firms in the space satellite industry. Our findings confirm that coopetitors should implement CPTs to handle innovation projects that are costly, risky and highly innovative. CPTs permit the sharing of knowledge and the management of high opportunism risk, both of which are necessary to achieve radical innovation. Conversely, coopetitors rely on SPTs for low-cost projects that require a low degree of knowledge sharing, thus avoiding the risk of opportunism in achieving their incremental innovation objectives.

Suggested Citation

  • Anne Sophie Fernandez & Frédéric Le Roy & Paul Chiambaretto, 2018. "Implementing the right project structure to achieve coopetitive innovation projects," Post-Print hal-02051335, HAL.
    • Handle: RePEc:hal:journl:hal-02051335
    DOI: 10.1016/j.lrp.2017.07.009
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    Citations

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    Cited by:

    1. Fernandez, Anne-Sophie & Chiambaretto, Paul & Chauvet, Mathieu & Engsig, Juliane, 2021. "Why do MNEs both make and coopete for innovation?," Technovation, Elsevier, vol. 106(C).
    2. sari, Ade Indah, 2021. "Social EntrepreneursandInnovation for the Unemployment," OSF Preprints eynqs, Center for Open Science.
    3. Ming-Chao Wang & Ja-Shen Chen, 2022. "Driving coopetition strategy to service innovation: the moderating role of coopetition recognition," Review of Managerial Science, Springer, vol. 16(5), pages 1471-1501, July.
    4. Danilo Magno Marchiori & Silvio Popadiuk & Emerson Wagner Mainardes & Ricardo Gouveia Rodrigues, 2021. "Innovativeness: a bibliometric vision of the conceptual and intellectual structures and the past and future research directions," Scientometrics, Springer;Akadémiai Kiadó, vol. 126(1), pages 55-92, January.
    5. Czakon, Wojciech & Niemand, Thomas & Gast, Johanna & Kraus, Sascha & Frühstück, Lisa, 2020. "Designing coopetition for radical innovation: An experimental study of managers' preferences for developing self-driving electric cars," Technological Forecasting and Social Change, Elsevier, vol. 155(C).
    6. Le Roy, Frédéric & Robert, Frank & Hamouti, Rizlane, 2022. "Vertical vs horizontal coopetition and the market performance of product innovation: An empirical study of the video game industry," Technovation, Elsevier, vol. 112(C).
    7. Palmié, Maximilian & Miehé, Lucas & Oghazi, Pejvak & Parida, Vinit & Wincent, Joakim, 2022. "The evolution of the digital service ecosystem and digital business model innovation in retail: The emergence of meta-ecosystems and the value of physical interactions," Technological Forecasting and Social Change, Elsevier, vol. 177(C).
    8. Lafuente, Esteban & Vaillant, Yancy & Rabetino, Rodrigo, 2023. "Digital disruption of optimal co-innovation configurations," Technovation, Elsevier, vol. 125(C).
    9. Xie, Qiuhao & Gao, Ying & Xia, Nini & Zhang, Shuibo & Tao, Guowu, 2023. "Coopetition and organizational performance outcomes: A meta-analysis of the main and moderator effects," Journal of Business Research, Elsevier, vol. 154(C).
    10. Paul Chiambaretto & David Massé & Nicola Mirc, 2019. "“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case," Post-Print hal-02104540, HAL.
    11. Frédéric Le Roy & Sea Matilda Bez & Johanna Gast, 2021. "Unpacking the management of Oligo-coopetition strategies in the absence of a moderating third party," Post-Print hal-03349671, HAL.

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