This study aims to enhance the understanding of how capabilities for interorganizational dyadic coopetition are developed within a multilevel organizational framework.
This study draws on a systematic review of 308 coopetition articles and follows a three-stage analysis. First, data were organized into a matrix of organizational concepts. Second, pattern inductive techniques were used to identify key organizational factors. Third, the analysis incorporates interorganizational research to deepen understanding of managerial capabilities and propose their multilevel links to organizational factors.
This study identifies four individual-level competencies, seven firm-level capabilities, seven interorganizational capabilities and eight organizational and interorganizational factors. Additionally, it develops five propositions on the interrelationships among these elements, aligning them toward the development of coopetitive capabilities.
This research leverages organizational diagnostic models as a conceptual framework to study coopetition from a systemic organizational perspective. As a result, it enhances the understanding of coopetitive capabilities by applying a multilevel approach, proposing that successful coopetition relationships require the development and integration of all components of an organizational system. Furthermore, it suggests novel research avenues to advance coopetition theory.
