Giovanni Battista Dagnino – författare

The Handbook is the outcome of a far-reaching endeavor including new contributions from highly-reputed experts around the world, outlining the conceptual and empirical advancements and assessing the promises and practical relevance of the competitive strategy field. Looking at key areas such as alliances and innovation, ownership and networks, coopetition and entrepreneurship, multinational and trust management, and firm''s financial structures and business models, the book sets a research agenda for the future of competitive strategy research.

Gathering various solid branches of investigation that revolve around specific theories and applications (such as the socio-cognitive perspective, the strategy-as-practice view, and the most recent developments in competitive dynamics and the resource-based perspective of the firm), this inspiring and thought-provoking Handbook will provide executives, entrepreneurs, students and scholars in management with many insights into the nature and process of competitive strategy emergence, configuration and development.

Contributors: A. Arikan, A. Arino, J.B. Barney, J.A.C. Baum, A. Capasso, R. Casadesus-Masanell, B. Cassiman, S. Castaldo, A. Chintakananda, M.C. Cinici, G.M. D''Allura, G.B. Dagnino, E. Dalpiaz, V. Della Corte, M.C. Di Guardo, R.L.M. Dunbar, R. Faraci, S. Ferriani, I. Filatotchev, N.J. Foss, E. Garcia-Canal, F. Garraffo, A. Giuliani, H.R. Greve, J.R. Harrison, M.A. Hitt, E.T. La Rocca, M. La Rocca, G. Lee, C. Markides, O. Meglio, A. Minichilli, G. Padula, V. Pisano, K. Premazzi, R. Ragozzino, R.K. Reger, P. Regner, J.J. Reuer, J.E. Ricart, V.P. Rindova, G.D. Santangelo, M. Sciarelli, W. Shen, M. Sorrentino, C. Stadler, G. Walker

This book disentangles the foundations of coopetition (i.e., concurrent competition and cooperation) by exploring in-depth the intellectual legacy of Eastern and Western perspectives. In particular, it detects the foundations of coopetition in three Chinese streams of thought; Confucianism, Taoism, and Legalism, and in five Western schools of thought; David Hume, Adam Smith, Immanuel Kant, Georg Wilhelm Frederich Hegel and Søren Kierkegaard. In such a way, it unveils four logics used to tackle the essence of coopetition, respectively either/or, both/and, both/or, and either/and.

The key objectives of the book are: firstly, to adopt a paradoxical lens to investigate the foundations of coopetition strategy. Secondly, to offer an interpretive framework that detects the different forms, tactics and patterns of coopetition. Thirdly, to discuss the implications of the framework proposed for other paradoxical strategies and to distil a bouquet of managerial implications. In such a way, the volume combines existing foundational perspectives with a contemporary interpretation of the coopetition phenomenon, thereby offering a valuable understanding of the current business and management world.

The guiding principles of the book enable readers to extricate the dichotomy between the phenomenon of coopetition and coopetitive strategy, appraise the rationale for distinguishing between deliberate (planned) coopetition strategy and emergent (unplanned, but conscious) coopetition strategy, and understand how to deal with coopetition tensions.

This book disentangles the foundations of coopetition (i.e., concurrent competition and cooperation) by exploring in-depth the intellectual legacy of Eastern and Western perspectives. In particular, it detects the foundations of coopetition in three Chinese streams of thought; Confucianism, Taoism, and Legalism, and in five Western schools of thought; David Hume, Adam Smith, Immanuel Kant, Georg Wilhelm Frederich Hegel and Søren Kierkegaard. In such a way, it unveils four logics used to tackle the essence of coopetition, respectively either/or, both/and, both/or, and either/and.

The key objectives of the book are: firstly, to adopt a paradoxical lens to investigate the foundations of coopetition strategy. Secondly, to offer an interpretive framework that detects the different forms, tactics and patterns of coopetition. Thirdly, to discuss the implications of the framework proposed for other paradoxical strategies and to distil a bouquet of managerial implications. In such a way, the volume combines existing foundational perspectives with a contemporary interpretation of the coopetition phenomenon, thereby offering a valuable understanding of the current business and management world.

The guiding principles of the book enable readers to extricate the dichotomy between the phenomenon of coopetition and coopetitive strategy, appraise the rationale for distinguishing between deliberate (planned) coopetition strategy and emergent (unplanned, but conscious) coopetition strategy, and understand how to deal with coopetition tensions.