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Coopetition, bargaining power and product commercial performance

Author

Listed:
  • Benjamin Mira

    (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)

  • Marc Robert

    (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)

  • Paul Chiambaretto

    (i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - 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)

  • 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)

Abstract

This research studies the impact of various coopetition strategies (horizontal and vertical coopetition) on product commercial performance. Considering the mixed results of the existing literature on coopetition and performance, we shed new light on their contributions by making a distinction between horizontal and vertical coopetition thanks to a change in our level of analysis from the firm to the product level. Building on the coopetition and the bargaining power literatures, we elaborate a theoretical model and several hypotheses. Using a database in the real estate brokerage industry, we show that horizontal coopetition strategies increase the product commercial performance whereas vertical coopetition strategies don't. In addition, we underline that horizontal coopetition is more beneficial to large firms than to small firms. Finally, we put forward the existence of a learning effect regarding coopetition strategies. In other words, the more firms coopete over time the better they get at extracting value at their own advantage. These results not only contribute to the literature focusing on the performance implications of coopetition strategies but also to the coopetition theory by underlining the bargaining power mechanisms at stake in presence of coopetition.

Suggested Citation

  • Benjamin Mira & Marc Robert & Paul Chiambaretto & Frédéric Le Roy, 2015. "Coopetition, bargaining power and product commercial performance," Post-Print hal-02057336, HAL.
    • Handle: RePEc:hal:journl:hal-02057336
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    Cited by:

    1. Frédéric Le Roy & Paul Chiambaretto, 2016. "De la stratégie de coopétition au marketing coopétitif," Post-Print hal-02277283, HAL.

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