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When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France

Author

Listed:
  • Julien Granata

    (Labex Entreprendre - UM - Université de Montpellier, 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, Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School)

  • Mickaël Géraudel

    (CREA, Center for Research in Economics and Management - uni.lu - Université du Luxembourg = University of Luxembourg = Universität Luxemburg)

  • Sophie d'Armagnac

Abstract

Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of "coopetition": launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic.

Suggested Citation

  • Julien Granata & Mickaël Géraudel & Sophie d'Armagnac, 2019. "When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France," Post-Print hal-02452572, HAL.
    • Handle: RePEc:hal:journl:hal-02452572
    DOI: 10.1002/jsc.2304
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    Cited by:

    1. Anne Albert Cromarias & Alexandre Asselineau, 2024. "One for all or everyone for themselves: why is coopetition so difficult? The case of four small vineyards in central France," Post-Print hal-03631930, HAL.

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