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Les paradoxes de l’intégration coopétitive

Author

Listed:
  • Gilde Ralandison

    (Institut National des Sciences Comptables et de l'Administration d'Entreprises (INSCAE))

  • Eric Milliot

    (CEREGE [Poitiers] - Centre de recherche en gestion [EA 1722] - IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université)

  • Victor Harison

    (Institut National des Sciences Comptables et de l'Administration d'Entreprises (INSCAE))

Abstract

We have observed, during three years, two groups of small and medium sized enterprises involved in the sector of essential oils in Madagascar. This longitudinal observation of complementary groups (one is structured, the other not) leads us to identify a particular type of reconciliation between opponents-partners: the integrated coopetition. Using the actor-network theory to understand how such different protagonists can reach a stable consensus, we propose a management model of intra- and inter-organizational paradoxes characterizing this type of business cooperation.

Suggested Citation

  • Gilde Ralandison & Eric Milliot & Victor Harison, 2018. "Les paradoxes de l’intégration coopétitive," Post-Print hal-02127038, HAL.
    • Handle: RePEc:hal:journl:hal-02127038
    DOI: 10.3166/rfg.2017.00168
    as

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