Towards a Theory of Co-opetition of Supply Networks Public Deposited

http://ir.library.oregonstate.edu/concern/articles/xp68kj122

This is an author's peer-reviewed final manuscript, as accepted by the publisher. The published article is copyrighted by Elsevier and can be found at:  http://www.journals.elsevier.com/journal-of-operations-management/

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  • Toward a structural view of co-opetition in supply networks
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  • Co-opetition, or simultaneous competition and cooperation, in the supply chain management literature has been treated as a dyadic relational phenomenon where the buyer's strategy is considered to be the primary driver. In this paper, we move beyond the dyadic view and propose a theory of co-opetition in supply networks. We argue that as firms within a supply network interact over time to access, share, and transform resources, new ties between firms are formed and existing ties dissolve, giving rise to co-opetition dynamics at the network level. Taking a configurational approach, we employ the inter-related dimensions of ties between firm, firm-level task, network-level objective, and governance to specify four practical supply network archetypes that cover a wide range of economic activities. We then explain how co-opetitive relationships may evolve in these supply network archetypes. Specifically, we discuss how relationships form or dissolve in these archetypes and how local structural changes lead to co-opetition dynamics at the network level. We also discuss the implications of such dynamics from a managerial perspective.
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  • Pathak, S., Wu, Z., & Johnston, D. (2014). Toward a structural view of co-opetition in supply networks. Journal of Operations Management, 32(5), 254-267. doi:10.1016/j.jom.2014.04.001
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