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Integration of coopetition paradox by individuals: a case study within the french banking industry

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Date
2015
Dewey
Direction d'entreprise
Sujet
banks; Coopetition management; Integration
JEL code
L.L3.L33; L.L2.L24; M.M1.M10; G.G2.G21
Conference name
Annual 15th EURAM Conference - European Academy of Management
Conference date
06-2015
Conference city
Varsovie
Conference country
Poland
URI
https://basepub.dauphine.fr/handle/123456789/15989
Collections
  • DRM : Publications
Metadata
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Author
Bez, Sea Matilda
117385 Montpellier Research in Management [MRM]
1032 Dauphine Recherches en Management [DRM]
Fernandez, Anne-Sophie
117385 Montpellier Research in Management [MRM]
Dameron, Stéphanie
1032 Dauphine Recherches en Management [DRM]
Type
Communication / Conférence
Abstract (EN)
This study seeks to provide insights into the principle of “integration of coopetition paradox” considered as a managerial necessity to manage coopetition situations. Coopetition is a relationships filled with tensions related to the coexistence of two contradictory dimensions of cooperation and competition. And to manage this situation, individuals need to integrate the coopetive paradox, that means to accept cognitively the paradox and to integrate both contradictory dimensions into their daily activities. The cognitive dimension of the integration principle and its consequences on managerial practices remain under investigated in previous literature. How do individuals perceive the coopetition paradox? What are the consequences of the integration principle on managerial practices? We aim to fill this gap by identifying how individuals are capable of integrating coopetition paradox and how do they deal with it in their daily management. Based on an in-depth study of an exemplar case of intra-firm coopetition we succeed for the first time in the coopetitive literature to show and discuss different capacities of integration of the coopetition paradox between managers. According to the integration principle at the individual level, individuals should cognitively accept the coopetition paradox and behave correspondingly to their cognitive perception, emphasizing on both dimensions of cooperation and competition. However, in this study, we show that managerial practices can be disconnected from a cognitive acceptance of the paradox. Moreover, depending on the level of the cognitive integration, we point out that managerial tools are insufficient to efficiently manage coopetition. We suggest that a specific manager profil is required to integrate the paradox and handle coopetition situations.

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