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coopetition</title> <meta name="description" content="Search results for: coopetition"> <meta name="keywords" content="coopetition"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="coopetition"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 5</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: coopetition</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5</span> Shaping Work Engagement through Intra-Organizational Coopetition: Case Study of the University of Zielona Gora in Poland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marta%20Moczulska">Marta Moczulska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the most important aspects of human management in an organization is the work engagement. In spite of the different perspectives of engagement, it is possible to see that it is expressed in the activity of the individual involved in the performance of tasks, the functioning of the organization. At the same time is considered not only in behavioural but also cognitive and emotional dimensions. Previous studies were related to sources, predictors of engagement and determinants, including organizational ones. Attention was paid to the importance of needs (including belonging, success, development, sense of work), values (such as trust, honesty, respect, justice) or interpersonal relationships, especially with the supervisor. Taking them into account and theories related to human acting, behaviour in the organization, interactions, it was recognized that engagement can be shaped through cooperation and competition. It was assumed that to shape the work engagement, it is necessary to simultaneously cooperate and compete in order to reduce the weaknesses of each of these activities and strengthen the strengths. Combining cooperation and competition is defined as 'coopetition'. However, research conducted in this field is primarily concerned with relations between companies. Intra-organizational coopetition is mainly considered as competing organizational branches or units (cross-functional coopetition). Less attention is paid to competing groups or individuals. It is worth noting the ambiguity of the concepts of cooperation and rivalry. Taking into account the terms used and their meaning, different levels of cooperation and forms of competition can be distinguished. Thus, several types of intra-organizational coopetition can be identified. The article aims at defining the potential for work engagement through intra-organizational coopetition. The aim of research was to know how levels of cooperation in competition conditions influence engagement. It is assumed that rivalry (positive competition) between teams (the highest level of cooperation) is a type of coopetition that contributes to working engagement. Qualitative research will be carried out among students of the University of Zielona Gora, realizing various types of projects. The first research groups will be students working in groups on one project for three months. The second research group will be composed of students working in groups on several projects in the same period (three months). Work engagement will be determined using the UWES questionnaire. Levels of cooperation will be determined using the author's research tool. Due to the fact that the research is ongoing, results will be presented in the final paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competition" title="competition">competition</a>, <a href="https://publications.waset.org/abstracts/search?q=cooperation" title=" cooperation"> cooperation</a>, <a href="https://publications.waset.org/abstracts/search?q=intra-organizational%20coopetition" title=" intra-organizational coopetition"> intra-organizational coopetition</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20engagement" title=" work engagement"> work engagement</a> </p> <a href="https://publications.waset.org/abstracts/82422/shaping-work-engagement-through-intra-organizational-coopetition-case-study-of-the-university-of-zielona-gora-in-poland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82422.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4</span> Competitive Advantage on the Road Again: Exploring Nuances through a Conceptual Review and Future Research Avenues</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedabdolali%20Mortazavi%20Kamalabadi">Seyedabdolali Mortazavi Kamalabadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Faegheh%20Taheran"> Faegheh Taheran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> By giving an overview of previous arguments and findings concerned with the concept of competitive advantage, first, we define the overall concept of competitive advantage and discuss nuances of understanding such an important and strategic idea. Finally, by considering the major concerns of marketing academia, including globalization, AI-based technologies, consumer well-being, and internal coopetition between a firm’s units, fruitful avenues to be explored by future studies are presented in the form of research propositions. In the end, relevant gaps mentioned by numerous studies that are worth investigating are demonstrated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=consumer%20well-being" title=" consumer well-being"> consumer well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=coopetition" title=" coopetition"> coopetition</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=temporary%20competitive%20advantage" title=" temporary competitive advantage"> temporary competitive advantage</a> </p> <a href="https://publications.waset.org/abstracts/165717/competitive-advantage-on-the-road-again-exploring-nuances-through-a-conceptual-review-and-future-research-avenues" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165717.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3</span> Relationships between Actors within Business Ecosystems That Adopt Circular Strategies: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sophia%20Barquete">Sophia Barquete</a>, <a href="https://publications.waset.org/abstracts/search?q=Adriana%20H.%20Trevisan"> Adriana H. Trevisan</a>, <a href="https://publications.waset.org/abstracts/search?q=Janaina%20Mascarenhas"> Janaina Mascarenhas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The circular economy (CE) aims at the cycling of resources through restorative and regenerative strategies. To achieve circularity, coordination of several actors who have different responsibilities is necessary. The interaction among multiple actors allows the connection between the CE and business ecosystem research fields. Although fundamental, the relationships between actors within an ecosystem to foster circularity are not deeply explored in the literature. The objective of this study was to identify the possibilities of cooperation, competition, or even coopetition among the members of business ecosystems that adopt circular strategies. In particular, the motivations that make these actors interact to achieve a circular economy were investigated. A systematic literature review was adopted to select business ecosystem cases that adopt circular strategies. As a result, several motivations were identified for actors to engage in relationships within ecosystems, such as sharing knowledge and infrastructure, developing products with a circular design, promoting reverse logistics, among others. The results suggest that partnerships between actors are, in fact, important for the implementation of circular strategies. In order to achieve a complete and circular solution, actors must be able to clearly understand their roles and relationships within the network so that they can establish new partnerships or reframe those already established. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20ecosystem" title="business ecosystem">business ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=circular%20economy" title=" circular economy"> circular economy</a>, <a href="https://publications.waset.org/abstracts/search?q=cooperation" title=" cooperation"> cooperation</a>, <a href="https://publications.waset.org/abstracts/search?q=coopetition" title=" coopetition"> coopetition</a>, <a href="https://publications.waset.org/abstracts/search?q=competition" title=" competition"> competition</a> </p> <a href="https://publications.waset.org/abstracts/142483/relationships-between-actors-within-business-ecosystems-that-adopt-circular-strategies-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142483.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">226</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2</span> Cluster Analysis of Retailers’ Benefits from Their Cooperation with Manufacturers: Business Models Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20K.%20Witek-Hajduk">M. K. Witek-Hajduk</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20M.%20Napi%C3%B3rkowski"> T. M. Napiórkowski</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A number of studies discussed the topic of benefits of retailers-manufacturers cooperation and coopetition. However, there are only few publications focused on the benefits of cooperation and coopetition between retailers and their suppliers of durable consumer goods; especially in the context of business model of cooperating partners. This paper aims to provide a clustering approach to segment retailers selling consumer durables according to the benefits they obtain from their cooperation with key manufacturers and differentiate the said retailers’ in term of the business models of cooperating partners. For the purpose of the study, a survey (with a CATI method) collected data on 603 consumer durables retailers present on the Polish market. Retailers are clustered both, with hierarchical and non-hierarchical methods. Five distinctive groups of consumer durables’ retailers are (based on the studied benefits) identified using the two-stage clustering approach. The clusters are then characterized with a set of exogenous variables, key of which are business models employed by the retailer and its partnering key manufacturer. The paper finds that the a combination of a medium sized retailer classified as an Integrator with a chiefly domestic capital and a manufacturer categorized as a Market Player will yield the highest benefits. On the other side of the spectrum is medium sized Distributor retailer with solely domestic capital – in this case, the business model of the cooperating manufactrer appears to be irreleveant. This paper is the one of the first empirical study using cluster analysis on primary data that defines the types of cooperation between consumer durables’ retailers and manufacturers – their key suppliers. The analysis integrates a perspective of both retailers’ and manufacturers’ business models and matches them with individual and joint benefits. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=benefits%20of%20cooperation" title="benefits of cooperation">benefits of cooperation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=cluster%20analysis" title=" cluster analysis"> cluster analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=retailer-manufacturer%20cooperation" title=" retailer-manufacturer cooperation"> retailer-manufacturer cooperation</a> </p> <a href="https://publications.waset.org/abstracts/63187/cluster-analysis-of-retailers-benefits-from-their-cooperation-with-manufacturers-business-models-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63187.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">256</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1</span> A Study of the Trap of Multi-Homing in Customers: A Comparative Case Study of Digital Payments</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shari%20S.%20C.%20Shang">Shari S. C. Shang</a>, <a href="https://publications.waset.org/abstracts/search?q=Lynn%20S.%20L.%20Chiu"> Lynn S. L. Chiu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the digital payment market, some consumers use only one payment wallet while many others play multi-homing with a variety of payment services. With the diffusion of new payment systems, we examined the determinants of the adoption of multi-homing behavior. This study aims to understand how a digital payment provider dynamically expands business touch points with cross-business strategies to enrich the digital ecosystem and avoid the trap of multi-homing in customers. By synthesizing platform ecosystem literature, we constructed a two-dimensional research framework with one determinant of user digital behavior from offline to online intentions and the other determinant of digital payment touch points from convenient accessibility to cross-business platforms. To explore on a broader scale, we selected 12 digital payments from 5 countries of UK, US, Japan, Korea, and Taiwan. With the interplays of user digital behaviors and payment touch points, we group the study cases into four types: (1) Channel Initiated: users originated from retailers with high access to in-store shopping with face-to-face guidance for payment adoption. Providers offer rewards for customer loyalty and secure the retailer’s efficient cash flow management. (2) Social Media Dependent: users usually are digital natives with high access to social media or the internet who shop and pay digitally. Providers might not own physical or online shops but are licensed to aggregate money flows through virtual ecosystems. (3) Early Life Engagement: digital banks race to capture the next generation from popularity to profitability. This type of payment aimed to give children a taste of financial freedom while letting parents track their spending. Providers are to capitalize on the digital payment and e-commerce boom and hold on to new customers into adulthood. (4) Traditional Banking: plastic credit cards are purposely designed as a control group to track the evolvement of business strategies in digital payments. Traditional credit card users may follow the bank’s digital strategy to land on different types of digital wallets or mostly keep using plastic credit cards. This research analyzed business growth models and inter-firms’ coopetition strategies of the selected cases. Results of the multiple case analysis reveal that channel initiated payments bundled rewards with retailer’s business discount for recurring purchases. They also extended other financial services, such as insurance, to fulfill customers’ new demands. Contrastively, social media dependent payments developed new usages and new value creation, such as P2P money transfer through network effects among the virtual social ties, while early life engagements offer virtual banking products to children who are digital natives but overlooked by incumbents. It has disrupted the banking business domains in preparation for the metaverse economy. Lastly, the control group of traditional plastic credit cards has gradually converted to a BaaS (banking as a service) model depending on customers’ preferences. The multi-homing behavior is not avoidable in digital payment competitions. Payment providers may encounter multiple waves of a multi-homing threat after a short period of success. A dynamic cross-business collaboration strategy should be explored to continuously evolve the digital ecosystems and allow users for a broader shopping experience and continual usage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20payment" title="digital payment">digital payment</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20ecosystems" title=" digital ecosystems"> digital ecosystems</a>, <a href="https://publications.waset.org/abstracts/search?q=multihoming%20users" title=" multihoming users"> multihoming users</a>, <a href="https://publications.waset.org/abstracts/search?q=cross%20business%20strategy" title=" cross business strategy"> cross business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=user%20digital%20behavior%20intentions" title=" user digital behavior intentions"> user digital behavior intentions</a> </p> <a href="https://publications.waset.org/abstracts/147400/a-study-of-the-trap-of-multi-homing-in-customers-a-comparative-case-study-of-digital-payments" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147400.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">160</span> </span> </div> </div> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> 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