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Integration of coopetition paradox by individuals. A case study within the French banking industry

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  • Sea Matilda Bez

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique, MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

  • Anne-Sophie Fernandez

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

  • Frédéric Le Roy

    (MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier)

  • Stéphanie Dameron

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

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. 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 identify 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 and that all manager are not capable of integrate the paradox and handle coopetition situations.

Suggested Citation

  • Sea Matilda Bez & Anne-Sophie Fernandez & Frédéric Le Roy & Stéphanie Dameron, 2015. "Integration of coopetition paradox by individuals. A case study within the French banking industry," Post-Print hal-01637707, HAL.
    • Handle: RePEc:hal:journl:hal-01637707
    Note: View the original document on HAL open archive server: https://hal.science/hal-01637707
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    References listed on IDEAS

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