Foundations of Coopetition Strategy

<p>This book disentangles the foundations of coopetition (i.e. concurrent competition and cooperation) by exploring in-depth the intellectual legacy of Eastern and Western perspectives. In particular it detects the foundations of coopetition in three Chinese streams of thought; Confucianism Taoism and Legalism and in five Western schools of thought; David Hume Adam Smith Immanuel Kant Georg Wilhelm Frederich Hegel and Søren Kierkegaard. In such a way it unveils four logics used to tackle the essence of coopetition respectively either/or both/and both/or and either/and.</p><p>The key objectives of the book are: firstly to adopt a paradoxical lens to investigate the foundations of coopetition strategy. Secondly to offer an interpretive framework that detects the different forms tactics and patterns of coopetition. Thirdly to discuss the implications of the framework proposed for other paradoxical strategies and to distil a bouquet of managerial implications. In such a way the volume combines existing foundational perspectives with a contemporary interpretation of the coopetition phenomenon thereby offering a valuable understanding of the current business and management world.</p><p>The guiding principles of the book enable readers to extricate the dichotomy between the phenomenon of coopetition and coopetitive strategy appraise the rationale for distinguishing between deliberate (planned) coopetition strategy and emergent (unplanned but conscious) coopetition strategy and understand how to deal with coopetition tensions. </p>