Co-opetition in the boating industry and collective managerial capacity Online publication date: Wed, 22-May-2019
by Jean-Sébastien Lacam; David Salvetat
International Journal of Entrepreneurship and Small Business (IJESB), Vol. 37, No. 1, 2019
Abstract: Co-opetition allows small businesses to pool their human resources to introduce new lines of business and/or exploit new geographic markets. Co-opetition is nevertheless a difficult strategy to organise because of its dual nature. The management of the collaborators involved in a project plays a role in achieving the collective and individual objectives pursued by the firms involved. The relationship between the management of human resources during co-opetition and the objectives related to the cooperative sector's activity and territory policies deserves to be addressed. Our empirical study of the leaders of 106 French small and medium-sized enterprises (SME) and mid-cap boating firms reveals that specialised and national co-opetition encourages individual learning linked to the exposure of the human resources of its participants. Conversely, the complexity of a diversified and international co-opetition creates a new collective managerial capacity resulting from the firms' collaborative efforts.
Online publication date: Wed, 22-May-2019
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Entrepreneurship and Small Business (IJESB):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email email@example.com