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Pourquoi coopérer avec un concurrent ?. Une approche par la RBV

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  • Anne-Sophie Fernandez
  • Frédéric Le Roy

Abstract

Firms are increasingly adopting strategies of coopetition, i.e. strategies in which they combine the advantages of both competition and cooperation. The drivers that can explain the implementation of these strategies of coopetition are still not well understood. In order to identify those drivers a qualitative study was undertaken within the European space industry. The study focuses on the existence of cooperative space programmes carried out by the two leading European competitors, located in Toulouse, Astrium (EADS Group) and Thales Alenia Space (Thales Group). The study of these projects makes it possible to highlight two explanatory factors for the adoption of coopetitive strategies : the will to conquer new markets and the innovative character of the project, where one firm alone does not have the resources to achieve its goals.

Suggested Citation

  • Anne-Sophie Fernandez & Frédéric Le Roy, 2010. "Pourquoi coopérer avec un concurrent ?. Une approche par la RBV," Revue française de gestion, Lavoisier, vol. 0(5), pages 155-169.
    • Handle: RePEc:cai:rfglav:rfg_204_0155
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    Cited by:

    1. Julien Cusin & Elodie Loubaresse, 2015. "L’interclustering. De la communauté de pratique aux réseaux d’innovation," Post-Print hal-03235818, HAL.
    2. Asma Zgarni, 2019. "Cooperation or Coopetition Strategy: What is the Best Strategy Face to Competition’ Intensity and Strategic Capabilities?," International Review of Management and Marketing, Econjournals, vol. 9(5), pages 114-124.

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