Factors and mechanisms that influence intraorganisational collaboration and competition (original) (raw)
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Compete or Cooperate: Understanding of the Relationship Levels of Firms within same Industry
This paper tries to address various dimensions of the firm relationship that are competing in the same industry. Competitive strategies play important role for a firm's survival and to achieve sustainable competitive advantage. However, firms can also decide to cooperate with each other through mobilization of resources to ensure mutual benefit and thus promote healthy competition. A strategic dilemma may occur for competing firms to cooperate with other who traditionally believe in competition, profit orientation, and self-interest. This paper tries to address firm level responses and interactions amongst each other in various consequences by relying on exploratory method of research. Firms competing in the same industry may opt for four different strategic options named as , competition, cooperation, coexistence and coopetition. Through the literature review, different forms of firm level relationships are explained under these four strategic options. This paper argues that cooperation is beneficial and may complement healthy competition amongst competing firms.
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PS: We thanks the financial support for the project received from the CICYT (Spanish Interministerial Commission for Science and Technology. We also acknowledge the help provided by the CDTI and the Ministerio de Industria y Energía.
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Benefiting from inter-organizational collaboration while remaining competitive are organizations' target in software industry nowadays. However, little is known about competition awareness and collaboration processes and practices in software-intensive organizations. This paper introduces the first step to understand the role and impact of competition on team collaboration in the context of inter-organizational software project. A case study was designed and initially performed. Initial findings revealed a set of propositions for future research. We found that collaboration initiates from technical coordination requirement and is influenced by technical, social and organizational factors. Meanwhile, competition comes from business strategy and competition awareness could negatively influence effectiveness of social-technical collaboration. Future works will focus on the mutual influence between competition and collaboration and role of global dispersion on this interaction.
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Changes in competition which are being observed constitute both the result and condition of globalisation. The structure and degree of strictness of competitive fight influence directly the international development strategies of enterprises. Competition in a global dimension creates new systems of connections, as well as a new dimension of the quality of technological progress and new methods of obtaining competitive advantage. It extorts, so to speak, the creation of new models of organising, different ways of coordinating and configuring activities and cooperating with the environment. An important solution that allows to increase the enterprise efficiency functioning is cooperation on the following line: business – globalisation – knowledge. The purpose of this article is to indicate that inter-organizational relations are the source of competitive advantage of contemporary enterprises. Therefore, the theory concerning the essence of inter-organizational relations has been described, as well as the problem of organizational networks resulting from them. Moreover, benefits outcoming from the existence of inter-organizational relations which contribute to the creation of competitive advantage of modern enterprises were presented. Finally, the concept of relational capital as a strategic capital related to interpersonal relations was discussed. Research used in this article were pilot study in public administration institutions in the Netherlands and Ukraine.
To Compete or Cooperate–A Strategic Dilemma
The literature concerning business networks as well as the literature on strategic alliances has given us new insights into how actors that are embedded in an atmosphere of competition instead chooses to cooperate. Kock (1999, 2000) however claim that competitors that compete often also cooperate in some activities, thereby creating competition. These firms will have different roles in different activities and interactions. Competitive and cooperative activities can in some cases be in conflict with each other. The question if a firm should choose to either cooperate or compete, or if it should try to combine competition and cooperation, has therefore become a strategically important issue.