Cooperation, Coopetition and Innovation

Nabyla Daidj is a Lecturer and Researcher in strategic management at Telecom Business School (Télécom Ecole de Management) in France. She has published a number of books and articles in various journals (Leadership, Journal of Business Ethics, Journal of Media Economics and Journal of High Technology Management Research).Abdelhakim HAMMOUDI, Researcher (PhD), Institut National de la Recherche Agronomique.

• Introduction xiChapter 1. From Traditional Forms of Cooperation Toward New Collaborative Practices 11.1. Introduction 11.2. What is cooperation? 11.2.1. The object of cooperation 11.2.2. The actors 21.2.3. Products and services involved 31.2.4. Agreement duration 41.3. The traditional forms of cooperation 61.3.1. “Traditional” cooperation at large 61.3.2. Exclusions from a restrictive typology 71.3.3. Typology of agreements by stage of production 141.4. New collaborative practices or the emergence of new innovation forms 211.4.1. Multiplication of “co-…” practices 211.4.2. Platforms 221.5. Conclusion 22Chapter 2. Cooperation and Transaction Costs Theory 232.1. Introduction 232.2. The logics of transaction costs 232.2.1. Coase and the market costs 242.2.2. Developing the theory of transaction costs: Williamson 252.3. Alliance, market and hierarchy 292.3.1. The alliance, an intermediate form between market and hierarchy 292.3.2. The alliance, an alternative form to market and to hierarchy 332.4. Limitations of the contribution of transaction costs theory to the analysis of strategic alliances 372.4.1. Issues associated with transaction costs 382.5. Conclusion 41Chapter 3. Cooperation, Open Innovation and Property Rights 433.1. Introduction 433.2. The patents contest 443.2.1. Overall view: the notable growth of patents 443.2.2. Patents and innovation: the theoretical economic debate 473.3. Property rights and firms 493.3.1. Definition and fundamental features of property rights 503.3.2. A contractual conception of the firm 503.4. Property rights, technological externalities and inter-firm alliances 533.4.1. Property rights imperfections and externalities 533.4.2. Alliances and internalization of technological externalities 553.5. Property rights and open innovation 613.5.1. Open-innovation strategies 613.5.2. Intellectual property challenges in open-innovation practices 633.6. Conclusion 65Chapter 4. Agency Theory and Strategic Alliances 674.1. Introduction 674.2. Cooperation and conflict in agency theory 674.2.1. Contract and firm 684.2.2. Agency theory and cooperation agreements 734.3. Agency theory, an analytical frame 804.3.1. An analytical frame for strategic alliances? 814.3.2. Strategic alliances: relations between “principals”? 834.4. Conclusion 86Chapter 5. Strategic Alliances in R&D and Market Power 875.1. Introduction 875.2. Entry barriers and strategic commitment 885.2.1. Barriers and game theory 885.3. Alliances and strategic barriers to entry 925.3.1. Alliances as a means of erecting (or overcoming) barriers to entry 935.3.2. Alliances and strategic barriers to entry and R&D 935.4. Technological lifecycle, entry conditions and strategic alliances 955.4.1. Technological lifecycle and entry conditions 955.4.2. Technological lifecycle and strategic alliances 1005.5. Strategic deterrent power to entry and technological race 1025.5.1. Competition versus race? 1025.5.2. The race for innovation 1045.5.3. The introduction of cooperative phenomena between firms 1065.6. Strategic dissuasion to entry, alliances and patent race 1095.6.1. Innovation preemption by a market monopolist 1095.6.2. Patent preemption, entry conditions and joint-ventures 1105.7. Conclusion 112Chapter 6. From Cooperation to Coopetition 1136.1. Introduction 1136.2. Origins of the concept of coopetition 1146.3. The theoretical key factors of coopetition: borrowing from the theory of games 1156.4. From coopetition to inter-organizational networks 1206.5. Coopetition and dyadic relations 1236.6. Coopetition and technological platforms 1246.7. Conclusion 126Chapter 7. Theoretical Principles of Inter-firm Cooperation: RBV Approach 1277.1. Introduction 1277.2. Reversal of the “classic” paradigm of strategic management: strategic management schools 1277.3. Strategic intent 1307.3.1. What is the connection with the theory of transaction costs? 1307.3.2. A possible parallel with agency theory? 1327.4. RBV extensions 1327.4.1. KBV extension 1337.4.2. Competencies 1347.4.3. Dynamic capabilities 1367.5. RBV approaches 1387.5.1. First-mover advantage 1387.5.2. Lasting competitive advantage versus temporary competitive advantage 1397.6. Alliances and RBV 1407.7. Conclusion 142Chapter 8. Firm Multinationalization, Cooperation and Territorialized Inter-organizational Networks 1438.1. Introduction 1438.2. The theoretical principles underlying internationalization dynamics 1448.2.1. Various theoretical approaches 1448.2.2. Arbitration between different methods of penetration in foreign markets 1498.3. Firm multinationalization and transaction costs theory 1518.3.1. Application of transaction costs theory to equity joint-ventures: Hennart’s analysis 1528.3.2. The introduction of time as a variable 1538.4. Strategic alliances and eclectic theory of production 1548.4.1. Eclectic paradigm: multiple advantage identification? 1548.4.2. The real contribution of eclectic theory to inter-firm alliances 1578.4.3. Further considerations of the OLI paradigm 1588.4.4. Synthetic theory and strategic alliances 1608.4.5. Comparative advantage, competitive advantage and international cooperation agreements: the empirical analysis 1628.5. Inter-firm international cooperation and territorialized networks 1638.5.1. Comparative advantage, competitive advantage and “regional advantage” 1638.5.2. The expansion of localized industrial systems 1648.5.3. Clusters and firm internationalization: which dynamics? 1658.6. Conclusion 169Chapter 9. Evolution of Strategic Alliances in the Context of Digital Transformation 1719.1. Introduction 1719.2. Aerospatial sector 1729.2.1. The specificities of the aerospatial sector 1729.2.2. Supply structure and dynamics in the aerospace industry: numerous alliances 1749.3. E-health: towards a new ecosystem? 1809.3.1. E-health: still an ambiguous concept? 1819.3.2. E-health market: towards a greater number of actors involved? 1829.3.3. The IoT (Internet of Things) market: data at the heart of the value chain 1839.3.4. The intensification of inter-firm collaborative practices in the e-health ecosystem 1849.4. Consoles and the video-gaming industry 1889.4.1. A highly competitive oligopolic market 1889.4.2. Numerous alliances between console manufacturers and video-game publishers 192Bibliography 197Index 245