Journal articles on the topic 'Competitor collaboration'
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Czakon, Wojciech, and Katarzyna Czernek-Marszałek. "Competitor Perceptions in Tourism Coopetition." Journal of Travel Research 60, no. 2 (January 9, 2020): 312–35. http://dx.doi.org/10.1177/0047287519896011.
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Our study aims at understanding how coopeting tourism managers perceive their competitors. Competitor perceptions are consequential because they have implications for interfirm relationships. Collaboration with competitors offers benefits otherwise unattainable, such as improved destination marketing, more successful attracting of tourists, increased tourism product complexity, and better service, but is used to various degrees by tourism firms. We use a purposeful sampling procedure for maximum heterogeneity to select interviewees from Polish tourism DMO member firms. We inductively code and thematically group their perceptions to find that tourism managers develop a detailed understanding of collaboration with competitors and precisely identify their competitors, but interpret this so as to either facilitate collaboration or to remain in rivalrous mode, depending on their behavioral disposition. We propose a framework for developing perceptions with mindsets in a pivotal role.
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Matilda Bez, Sea, and Henry Chesbrough. "Competitor Collaboration Before a Crisis." Research-Technology Management 63, no. 3 (April 21, 2020): 42–48. http://dx.doi.org/10.1080/08956308.2020.1733889.
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Gellhorn, Ernest, and W. Todd Miller. "Competitor Collaboration Guidelines—A Recommendation." Antitrust Bulletin 42, no. 4 (December 1997): 851–70. http://dx.doi.org/10.1177/0003603x9704200402.
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Ghosh, Arghya, and Hodaka Morita. "Competitor collaboration and product distinctiveness." International Journal of Industrial Organization 30, no. 2 (March 2012): 137–52. http://dx.doi.org/10.1016/j.ijindorg.2011.07.003.
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Marcela Herrera Bernal, Sandra, Caroline Burr, and Rhona E. Johnsen. "Competitor networks: international competitiveness through collaboration." International Journal of Entrepreneurial Behavior & Research 8, no. 5 (October 2002): 239–53. http://dx.doi.org/10.1108/13552550210448348.
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Kyungjae, Lee Steve. "Understanding New Trend in Business: Inter-Firm Cooperative Alliance Between Competing Organizations." Studies in Business and Economics 15, no. 2 (August 1, 2020): 151–64. http://dx.doi.org/10.2478/sbe-2020-0031.
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AbstractTraditional economics-based framework suggests that firm cooperates with competitors to increase its market power or efficiency in transaction for the maximization of its self-interest profit. However, nowadays growing numbers of firm engage in alliance with competitors for non-economic purpose. This paper seeks to understand the nature of inter-firm alliance between direct competitors by discussing several critical issues regarding it. The issues are chosen by the criterion that useful perspectives from either organization theory or strategic management can be applied to this phenomenon so that scholars are encouraged and can be easier to do a research on this topic in the future. In this regard, I seek to answer the question of why firm cooperates with competitor by comparatively adopting four novel approaches, which, combined together, provide an excellent complementary view to the traditional economics-based approach. Also, by understanding the distinctive feature of decision-making process when firm conduct a collaboration with competitor this study provides a practical insight on how firm structures, manages, and makes a decision when it cooperates with competitors. Overall, several conceptual ideas suggested by this paper can be an interesting starting point for the future empirical research.
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S Gore, Frederic. "The Value of a Consortium to an ERP Implementation." Muma Business Review 3 (2019): 177–79. http://dx.doi.org/10.28945/4236.
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Enterprise resource planning (ERP) systems are critical to managing student information and college operations, but can be challenging for colleges to implement. Consortia present a unique solution to colleges to address gaps in their expertise and skills needed to achieve a successful ERP implementation, even if that collaboration takes place with a competitor.
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Perkins, Rachel, and Catheryn Khoo-Lattimore. "Friend or foe: Challenges to collaboration success at different lifecycle stages for regional small tourism firms in Australia." Tourism and Hospitality Research 20, no. 2 (March 26, 2019): 184–97. http://dx.doi.org/10.1177/1467358419836719.
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Small tourism businesses are essential to Australia’s economy and development, particularly in regional and rural areas, where a majority of these firms are located. It is important to understand the operation of regional small tourism business, to create strategies for their sustained success into the future. This research paper explores collaboration as an operation of small tourism businesses, by understanding the extent to which small tourism firms face challenges in collaborating at different stages of their business life cycle, and how these challenges to collaboration can be overcome. Collaboration is the selected concept examined within this study as it exposes businesses to shared knowledge, resources, marketing, and capabilities, which these businesses alone would not typically possess. To understand this further, reponses about collaborative behavior were gathered from 24 small tourism operators/managers from The Granite Belt region in South-East Queensland, Australia. Tourism operators recognized several hindrances to successful collaboration: (1) a limited understanding of what collaboration is and how it can be enacted, (2) the informal nature of current collaborations, (3) unbalanced efforts from stakeholders within the collaborations, (4) competition between stakeholders, (5) differing opinions of collaborating businesses, and (6) perceived failure or misdirected leadership from local governing bodies. Using these challenges, a framework was developed that makes recommendations to tourism scholars, organizations, operators, and local councils on how to overcome these hindrances by improving communication, formalizing selected collaborative efforts, and reporting on collaborations.
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Huang, Yuan, Weixi Han, and Douglas K. Macbeth. "The complexity of collaboration in supply chain networks." Supply Chain Management: An International Journal 25, no. 3 (January 8, 2020): 393–410. http://dx.doi.org/10.1108/scm-11-2018-0382.
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Purpose This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships). Design/methodology/approach A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors. Findings The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs. Research limitations/implications A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis. Practical implications A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops. Originality/value A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.
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Schmied, Helwig. "New Methods of Technological Cooperation in Europe." Industry and Higher Education 6, no. 4 (December 1992): 229–38. http://dx.doi.org/10.1177/095042229200600407.
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This article is founded on the basic assumption that Europe taken as a whole possesses all the necessary resources to combat successfully any non-European competitor in the fields of technology, provided that it solves the management problem of organizing the coordination of those resources. At present, the author argues, they are dispersed and so underexploited. To contribute to the solution of this core problem, he sets out a new approach to research collaboration, using the example of the German–French Institute for Automation and Robotics to show ways in which HEIs can cooperate internationally to provide industry with what it needs to be truly competitive.
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Macdonald, Stuart. "Is Collaboration Good for Innovation?" Industry and Higher Education 8, no. 3 (September 1994): 141–46. http://dx.doi.org/10.1177/095042229400800303.
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Collaborative agreements intended to facilitate innovation through the acquisition of technological information may have just the opposite effect. While collaboration may increase the ability of firms to innovate, its impact on competition may reduce the incentive. The considerable and inescapable transactions costs of collaboration may also exact their toll on innovation. This paper expresses even more fundamental reservations. Innovation requires information, and firms in competition receive much of this information through informal networks. If information flow through these networks is disrupted by collaborative agreements, then the ability of both collaborating firms and non-collaborating firms to innovate and to compete may be seriously impaired. While the more obvious costs of collaboration have an immediate impact, costs in terms of reduced rate and degree of innovation will not be apparent for some years.
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Dube, Manu, and Sema Dube. "SomPack: succession planning gone wrong." Emerald Emerging Markets Case Studies 11, no. 2 (May 21, 2021): 1–33. http://dx.doi.org/10.1108/eemcs-06-2019-0172.
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Learning outcomes The case, while acknowledging the difficulty of managing a family business in view of the accompanying human issues, emphasizes that sound business practices and procedures, and clarity with regard to the goal, remain the key; a firm is a complex, interconnected system and management needs a systems viewpoint; and technology can only support underlying business processes if there is clarity with respect to these. Case overview/synopsis SomPack had survived low-cost Asian competition starting the mid-1990s, a revolt by some extended family to try and bring it down with the help of a competitor, the Turkish banking crisis of 2001, and the global economic crisis of 2008 all the while watching its suppliers, competitors and customers collapse. A focus on cost-cutting and internal discipline by the successor, who had been promoted to CEO in 2004, had exacerbated internal discontent somewhat and had led to issues with production planning, but everyone understood that times were tough. Several large customers who had left were asked to return because the alternatives had been worse. By 2012, SomPack was considering expansion into new products in collaboration with its international partners. Then one day, in July 2013, it suddenly collapsed. Could the entire approach have been wrong? What should management have done instead? Complexity academic level Undergraduate, graduate business management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.
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Ferjan, Marko, Mitja Mežnar, and Eva Jereb. "Ski Jumping – Talent Battle in a Learning Organization." Organizacija 46, no. 4 (July 1, 2013): 119–29. http://dx.doi.org/10.2478/orga-2013-0014.
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The concepts of learning organization and organizational learning have made a significant contribution to the development of some major global companies such as Nokia, Oracle, Microsoft and others. This article explores whether the learning organization concept has proved successful in sports, specifically in ski jumping. The study was conducted among ski jumpers who compete in the World Cup. The questionnaire was distributed to 130 ski jumpers, and 54 correctly completed questionnaires were returned. The study has indicated that ski jumping is a sport of distinct individualists. Individual talent is an extremely important factor for success in this sport. We can say with absolute certainty that all surveyed ski jumpers are able to take 16th to 50th place in a World Cup race. The differences between competitors are very minor, even in the biggest races. Therefore, when it comes to success, every single detail matters. We have identified a weak correlation between the best sporting achievement and collaboration in the testing of new equipment. In the past, some of the best results were achieved on the basis of experimentation, but contemporary coaches do not dare to over-experiment with the technique. Too frequent progress measurements place a burden on competitors. There is a positive correlation between the frequency of individual analysis and the success of a competitor, while the best achievement and variables from “team work” group are negatively correlated. The relationships within a team are obviously very complex.
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Benstead, Amy V., Linda C. Hendry, and Mark Stevenson. "Horizontal collaboration in response to modern slavery legislation." International Journal of Operations & Production Management 38, no. 12 (December 3, 2018): 2286–312. http://dx.doi.org/10.1108/ijopm-10-2017-0611.
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Purpose The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage. Design/methodology/approach Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated. Findings Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist. Research limitations/implications The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries. Practical implications Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation. Social implications Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers. Originality/value Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.
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Aljuwaiber, Abobakr. "Knowledge Strategy and Leadership and Their Roles in Change at Universities." Journal of Management and Strategy 11, no. 1 (December 12, 2019): 17. http://dx.doi.org/10.5430/jms.v11n1p17.
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The purpose of this paper is to bring to light a new perspective on the transformational role of universities by considering knowledge strategies for increasing research and academic capabilities. Change usually comes about because of a crisis in an organization; however, such change can also be due to permanent competition and rapid developments. As the world has moved into the twenty-first century, change has become indispensable, and organizations of many kinds face a variety of challenges. The first questions to ask are “Why change?” and “Why is change important?” Change is a fundamental factor behind an organization’s success and can transform an organization into a global competitor. The three big factors that can impact a university are funding, leadership, and the research system, all of which have been directly affected by disturbances from the external environment and indirectly affected by changes to the university context in response to those disturbances. Many universities around the world have built good reputations, but they need to speedily react to future changes. Collaboration between universities and research institutes plays an essential role in developing the research context. In addition, associations based on specialist studies promote continued professional development among university staff. This paper therefore attempts to highlight the need for change in the realm of universities and answer questions regarding the whys and hows of such change.
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Cetindamar, Dilek, Bülent Çatay, and O. Serdar Basmaci. "Competition through collaboration: insights from an initiative in the Turkish textile supply chain." Supply Chain Management: An International Journal 10, no. 4 (September 1, 2005): 238–40. http://dx.doi.org/10.1108/13598540510612686.
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PurposeTo gain an understanding of the benefits, bridges, and barriers associated with supply chain collaboration.Design/methodology/approachInsights from extensive field research of a successful collaboration example in the Turkish dyeing and finishing industry.FindingsThe competition among firms is increasingly shifting from company vs company to supply chain vs supply chain. The insights obtained from the collaborative model in this textile supply chain provide a good understanding of the benefits, bridges, and barriers associated with supply chain collaboration. Benefits can be grouped as customer‐oriented benefits, productivity benefits, and innovation related benefits. Factors supporting collaboration are observed as trust, common goals for cooperation, and existence of cooperation mechanisms, while barriers are related to three factors: lack of trust, risk‐benefit evaluation, and lack of common goals for cooperation.Research limitations/implicationsFindings are based on interviews and questionnaires conducted with the managers of 3T, 30 dyeing and finishing firms (ten are partners) and six technology‐supplying partner firms, from various regions in Turkey.Practical implicationsHighlights the importance of trust and collaboration mechanisms in managing collaborations. As the case of 3T in the dyeing and finishing industry shows, collaborations might significantly contribute to the competitiveness of textile firms.Originality/valueThis paper presents a successful collaboration model in creating new technologies and products by bringing the resources of competing partners together. This collaboration might be a tool for firms in developing countries to become competitive in their respective industries at the global level.
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Xu, Chengxin, and Mirae Kim. "Loss or Gain? Unpacking Nonprofit Autonomy-Interdependence Paradox in Collaborations." American Review of Public Administration 51, no. 4 (January 10, 2021): 308–24. http://dx.doi.org/10.1177/0275074020983802.
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Nonprofit organizations interested in collaborating with other entities find it difficult to strike a balance between keeping their autonomy and reaping the benefits from collaborating with other organizations. Although interorganizational collaborations come with various benefits, such as reducing competition over limited resources, participating in collaborative relationships can also damage the autonomy of individual nonprofits. Using an original survey of 275 nonprofits, we examine how various dimensions of collaborative relationships affect an individual nonprofit’s autonomy. Our findings suggest that having highly specified administrative arrangements and stronger trust as well as reciprocity among partner organizations serve as critical factors to secure the autonomy of individual organizations. We also find that nonprofit organizations engaged in mostly informal relationships and in partnerships across sectors feel less threatened about maintaining their autonomy. Our post hoc analysis further suggests that organizational autonomy is a significant antecedent for seeking more collaborations. To this end, we discuss how nonprofits can keep their organizational autonomy without giving up collaborating with other entities by strategically managing several aspects of the collaborative relationships.
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Ahrens, Ralf. "The importance of being European: Airbus and West German industrial policy from the 1960s to the 1980s." Journal of Modern European History 18, no. 1 (December 20, 2019): 63–78. http://dx.doi.org/10.1177/1611894419894475.
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Focusing on the time span from the 1960s to the late 1980s, that is, on the period during which Airbus established itself as a serious competitor on the world market, this article analyses the German aircraft industry’s interests, its representation within the transnational Airbus project, and the relevance of what might be called ‘Europeanness’. Occasionally also touching upon the situation in its partner countries, the central question is whether the respective political strategies of collaboration in the German aircraft industry were motivated by self-serving national interests or broader European ones. The article is divided into three sections. It begins by scrutinizing the motivations of German politics in the establishment and promotion of the Airbus project. Second, it deals with the representation of national interests in the allocation of production shares and the organization of cooperation, and, finally, with the European aspects of the massive subsidization of national manufacturers. It comes to the conclusion that the German case in particular illustrates that European collaboration in the aircraft sector was appreciated as an instrument to facilitate the survival of national industries pursuing their own business interests. The establishment of Airbus was supported as a European project to ensure the survival of the German aircraft industry and sometimes even as an instrument of business concentration. Nevertheless, notions about European integration or Franco-German friendship certainly increased the willingness to spend a lot of money on the Airbus project as the flagship of entanglement and interconnectedness in a ‘future industry’.
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Дэли, Ли, and Владимир Останин. "Коллаборация как форма разрешения противоречий конкуренции." ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, no. 4 (2019): 5–16. http://dx.doi.org/10.24866/2311-2271/2019-4/5-16.
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В статье проведен анализ ключевых понятий рыночной экономики. Конкуренция является важным и необходимым атрибутом взаимосвязей в рыночной экономике. В ходе исследования определено современное состояние теории конкуренции при создании международных интегральных форм организации бизнеса. Выявлено, что конкуренция является важным и необходимым атрибутом взаимосвязей в рыночной экономике, но при этом не единственным. Доказано, что отношения коллаборации могут находить свою естественную нишу в новых интегральных формах кооперации среди сообщества фермерских хозяйств России и Китая. The theoretical foundations of the modern theory of competition and collaboration in the concept of the dialectical interconnection theory in the market economy have been described, the key concepts of "competition" and "collaboration" have been analyzed. Competition, as well as collaboration, are essential and important attributes of interconnections in the market economy. The topicality of this scientific issue can be seen in the fact that such fundamental concepts as “competition” and “collaboration”, as well as their dialectical unity, have not been correctly described in the modern scientific literature. The advantages of the competition relations are often exaggerated, and the negative aspects are downgraded in the scientific literature. The investigation found the current state of the competition theory in creating international integrated forms of business administration. Competition is not the only form of relationship that can be established between the business entities. The advantages of developing collaborative relationships more thoroughly manifest themselves in the formation of the organization integral forms. It has been proved that collaborative relationships can find their natural niche in the new integral forms of cooperation among the farms communities of Russia and China.
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BUCIC, TANIA, and LIEM VIET NGO. "EXAMINING DRIVERS OF COLLABORATIVE INBOUND OPEN INNOVATION: EMPIRICAL EVIDENCE FROM AUSTRALIAN FIRMS." International Journal of Innovation Management 16, no. 04 (July 18, 2012): 1250017. http://dx.doi.org/10.1142/s1363919611003660.
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Knowledge-based competition is leading to collaboration with partners and even competitors as firms pursue appropriate knowledge for innovation which has become a strategic imperative. Inbound open innovation helps increase the innovativeness of the firm by monitoring the operating environment and enabling it to source knowledge from collaborative partners. On the basis of in-depth interviews with senior managers and the knowledge-based view of the firm, this study examines the extent to which inbound open innovation activities contribute to collaborative innovation. Then, using a sample of 224 surveys representative of a cross-section of medium to large firms involved in collaborative ventures, the theoretical model is empirically examined. The results show that collaborative creativity, learning and knowledge stock are critical core inputs of collaborative innovation, with the support of formal coordination mechanisms and internal search processes, such as structural centralisation, formality and absorptive capacity.
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Alda, Novreyna Ludmilla, and Sari Wulandari. "LinkAja Business Models Strategy Development Using BMC Approaches." International Journal of Innovation in Enterprise System 4, no. 02 (July 30, 2020): 46–59. http://dx.doi.org/10.25124/ijies.v4i02.86.
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In the first quarter of 2019, there was an increase in the value and the volume transaction on electronic money transactions in Indonesia. The development of electronic money is directly proportional to the high competition of companies engaged in the field of mobile payment. LinkAja is a mobile payment application product that is representative of collaboration between Telkomsel and the number of State-Owned Enterprises (SOEs). One of the keys to success in facing competition is to develop continuously. Therefore, it is necessary to develop the right business model to determine the optimal strategy in developing the LinkAja application business. The objectives of this research are formulating and developing LinkAja business models strategy. This result of this study proposed business model in the form of improvement for each element of its business model including: elements (1) Customer segments: Adding target customers to e-marketplaces and e-commerce, (2) Customer relationships: Developing cooperation with LinkAja competitors, (3) Value Proposition: Developing customer consulting services by providing training for using the LinkAja application, (4) Key Activities: Developing collaboration with partners and competitors, (5) Key Partners: Collaborating with the competitors such as Gopay, OVO, FUND, etc., (6) Key Resources: Using digital budget information systems to facilitate transparency of company budgets, (7) Revenue streams: Upgrading fees for premium services, and (8) Cost Structure: Research costs.
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Brown, Mary Ellen, Tracey Rizzuto, and Pallavi Singh. "Strategic compatibility, collaboration and collective impact for community change." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 421–34. http://dx.doi.org/10.1108/lodj-05-2018-0180.
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Purpose Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions. Design/methodology/approach A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact. Findings The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions. Originality/value The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.
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Gundlach, Gregory T., and Jakki J. Mohr. "Collaborative Relationships: Legal Limits and Antitrust Considerations." Journal of Public Policy & Marketing 11, no. 2 (September 1992): 101–14. http://dx.doi.org/10.1177/074391569201100210.
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Competitors are increasingly relying on collaborative relationships guided by intermediate forms of governance (i.e., strategic alliances, hybrids, networks) to find and maintain competitive advantages. In contrast, antitrust analysis has emphasized cartels and joint ventures as the primary modes of collaboration among competitors. This focus overlooks many intermediate forms of governance. This and other trends in antitrust have resulted in confusion over proper treatment of collaborative relationships. The authors examine these trends with the objective of developing an analytical framework that clarifies current law for horizontal collaboration. Implications for managerial practice, policy, and research are provided.
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van der Schors, Wouter, Ron Kemp, and Marco Varkevisser. "Collaboration and Competition Policy in a Market-Based Hospital System: A Case Study from the Netherlands." Journal of Competition Law & Economics 16, no. 2 (April 24, 2020): 262–88. http://dx.doi.org/10.1093/joclec/nhaa009.
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Abstract In the Dutch healthcare system, provider competition is used as a tool to improve efficiency. From a competition policy perspective, little is known about how collaboration among healthcare providers contributes to overall patient welfare, and how a balance is achieved between scale benefits and preventing anti-competitive collusion. This paper examines the ex-post effects of a Dutch case study in which three competing hospitals have collaborated to provide high-complexity low-volume cancer surgery, an arrangement that tests the limits of permissibility under the Dutch cartel prohibition. Our preliminary empirical research demonstrated only a modest increase in price and travel time for some of the tumour surgeries. Volume analysis showed that the intended centralization of surgical procedures has not been fully realized. Our findings highlight the importance of a comprehensive self-assessment by the collaborating hospitals to ex-ante assess (potential) efficiencies and antitrust risks. Such self-assessments could benefit from research focused on which collaborations are most appropriate to achieve quality gains. For the ex-post assessment by competition authorities following the cartel prohibition, a more thorough insight into the (long-term) changes in hospital prices, profitability, and quality after collaboration is needed.
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AARTS, BAS. "Grammatici certant Rodney Huddleston & Geoffrey K. Pullum (in collaboration with Laurie Bauer, Betty Birner, Ted Briscoe, Peter Collins, David Denison, David Lee, Anita Mittwoch, Geoffrey Nunberg, Frank Palmer, John Payne, Peter Peterson, Lesley Stirling and Gregory Ward), The Cambridge grammar of the English language. Cambridge: Cambridge University Press, 2002. Pp. xvii+1,842." Journal of Linguistics 40, no. 2 (July 2004): 365–82. http://dx.doi.org/10.1017/s0022226704002555.
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The first large-scale modern grammars of English were Quirk et al.'s A grammar of contemporary English (1972) and A comprehensive grammar of the English language (1985). It has taken 18 years for a major competitor to be published. Many linguists, especially those whose main focus is English, will have looked forward to the publication of the present book. The Cambridge grammar of the English language (henceforth CaGEL) is first and foremost the brainchild of Rodney Huddleston, whose 1984 Introduction to the grammar of English had already established itself as an important text. He was joined by Geoffrey Pullum and the other authors listed above at various points in time.
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Ray, Ankita, and Sandeep Mondal. "Study of collaborative PRM business model for sustainability." Benchmarking: An International Journal 24, no. 7 (October 2, 2017): 1891–911. http://dx.doi.org/10.1108/bij-04-2016-0048.
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Purpose Sustainable development comprises three bottom line concepts, i.e. protect environment, improve economic performance, and social performance. Business organization with only profitability as the primary objective may lead to a highly competitive market which mainly focuses on financial performance and pay less attention to environmental and social performance. Companies that adopt the product recovery activities also select economic performance as the prime priority of their business objectives. The purpose of this paper is to give a brief idea about a different kind of business model other than conventional business models. Here, the authors aim to represent collaboration among firms, companies, and players within a closed-loop supply chain (CLSC) to build a leading business model that establishes three basic concepts of sustainability. Design/methodology/approach From literature the authors identified that the primary objective of establishing a sustainable business model is environmental issues but achieving economic performance and gaining market share increase competition among companies. The authors also identified that increasing financial performance results in the development of a competitive business model. This literature review helps to represent the concept of collaborative business model, its benefit, and its mechanism and also helps to compare it with competitive business model in terms of sustainability. Findings In case of the collaborative business model, the authors found that collaboration is better than competition to sustain in the market. The authors described the collaborative business model and mechanism of both competitive and collaborative business strategies in a CLSC. The authors gave an idea to adopt some well-known business model and pricing policies for the collaborating firms. The authors presented a comparison between the collaborative and competitive business model and also identified different types of collaborative and completive relationship among the players within a CLSC. Originality/value Government legislations, e-waste rules, and environmental rules involve original equipment manufacturer (OEM) for taking back its end-of-life (EOL)/end-of-use products. A collaborative business model helps OEM to manage those huge amounts of used products by involving third parties within the supply chain. Here, in this paper the authors represent different collaborative parties and their purpose for collaboration, and also represent a strong belief that collaborative business model is the recent trend for establishing sustainability than competitive business model.
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Foo, Meow Yee, Kanagi Kanapathy, Suhaiza Zailani, and Mohd Rizaimy Shaharudin. "Green purchasing capabilities, practices and institutional pressure." Management of Environmental Quality: An International Journal 30, no. 5 (August 5, 2019): 1171–89. http://dx.doi.org/10.1108/meq-07-2018-0133.
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Purpose The purpose of this paper is to ascertain the green-purchasing capabilities required to ensure the successful implementation of green-purchasing practices under the forces of institutional pressure. Specifically, this paper explores the green-purchasing capabilities of buyer firms under the influence of institutional pressures in supplier selection, development, collaboration and evaluation in support of environmental purchasing. Design/methodology/approach Questionnaire survey method was used to gather data from 163 ISO 14001-certified manufacturing firms in Malaysia. Partial least squares was used for hypotheses testing. Findings Green-purchasing capabilities, such as manufacturing, financial, intraorganisational and integration capabilities, have a significant positive effects on green-purchasing practices. However, innovation capabilities have no significant effect on green-purchasing practices. Regulation, customer and competitor pressure positively moderate the relationships between green manufacturing capabilities and practices. Practical implications The paper highlights the importance of green-purchasing capabilities in enhancing the green-purchasing practices of firms. The findings that pertain to moderating effect could be used to assist policy makers, particularly in setting appropriate policies and strategies to improve green purchasing. Originality/value Although more studies on green purchasing have been conducted in recent years, issues, such as the effect of green-purchasing capabilities on green-purchasing practices, are still unspecified. Besides, this study considers institutional pressure as the moderator when a model is constructed to exemplify the relationship between green-purchasing capabilities and practices.
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Vargas, Alix, Shushma Patel, and Dilip Patel. "Towards a Business Model Framework to Increase Collaboration in the Freight Industry." Logistics 2, no. 4 (October 9, 2018): 22. http://dx.doi.org/10.3390/logistics2040022.
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Collaboration in the freight industry has not been widely adopted mainly due to the perceived barriers in competition resulting in a lack of trust among fleet operators. Collaboration in this sector has significant benefits, including the reduction of empty running, operating costs (OPEX) and greenhouse gas emissions (GHG) resulting in greater utilisation of existing logistics assets. A review of the literature to establish the critical aspects of freight collaboration was undertaken, as well as analyses of published case studies and European Union (EU)-funded projects. The critical aspects and barriers identified include: revenue sharing; compliance with competition law; process synchronization; organisational and systems interoperability; different forms of collaboration from a physical and coordination structure perspective; and strategies for collaboration. To facilitate collaboration a freight collaborative business model (FCBM) framework that highlights problematic areas in freight collaboration is proposed to support standardizing collaborative practices in the freight industry. Three published freight industry collaboration business cases were evaluated against the model. The business model framework is intended as a tool to be used to compare different business models and identify the best innovations to help facilitate collaborative practices. The freight collaboration business model was applied to the Freight Share Lab research project in order to demonstrate the concept and investigate whether efficiency can be unlocked through deployment of a dynamic data and asset sharing platform to enable route and load optimization across multiple fleets of freight vehicles, rail freight wagons and containers.
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Smith, Matthew. "Reducing the complexity of environmental approvals: learnings from an industry-wide collaborative effort." APPEA Journal 59, no. 2 (2019): 719. http://dx.doi.org/10.1071/aj18273.
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This extended abstract uses the reference case project, initiated by National Offshore Petroleum Safety and Environmental Management Authority, now led by National Energy Resources Australia, to delve into the underlying issues in the environmental approvals process and propose the root causes that have influenced this flagship collaborative effort. Collaboration for competitors is inherently difficult. The basis for meaningful collaboration is to find intractable problems that are better solved by a collection of participants with a common purpose. The environmental approvals process has evolved into an intractable problem that is adversely affecting the oil and gas industry’s ability to explore by becoming a barrier to investment and a source of uncertainty in project execution. Successive Australian Petroleum Production & Exploration Association conferences, and oil and gas industry leaders, have frequently promoted the collaboration imperative to the industry. Indeed, there is broad agreement, and many international examples on matters of health, safety and environmental management, that there is no value in competition. Why then is meaningful collaboration so difficult to deliver in an environmental management setting in Australia? This paper explores the successes and failures of the reference case project to illuminate the realities of collaboration in the Australian offshore petroleum industry. The paper shares insights from project leads, participants, decision makers and stakeholders and covers how collaboration can unlock barriers to investment and deliver greater certainty to the oil and gas industry and the Australian community.
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Sternberger, Carol. "Competitors Collaborating." JONA: The Journal of Nursing Administration 32, no. 12 (December 2002): 620–21. http://dx.doi.org/10.1097/00005110-200212000-00005.
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Nag, Sreeja, Jeffrey A. Hoffman, and Olivier L. de Weck. "Collaborative and Educational Crowdsourcing of Spaceflight Software using SPHERES Zero Robotics." International Journal of Space Technology Management and Innovation 2, no. 2 (July 2012): 1–23. http://dx.doi.org/10.4018/ijstmi.2012070101.
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Crowdsourcing is being researched as a problem-solving technique by issuing open calls for solutions to large crowds of people with the incentive of prizes. This paper tackles the dual objectives of building cluster flight software and educating students using collaborative competition, both in virtual simulation environments and on real hardware in space. The concept is demonstrated using the SPHERES Zero Robotics Program, a robotics programming competition where the robots are nano-satellites called SPHERES onboard the International Space Station (ISS), traditionally used as a Guidance, Navigation and Control testbed in microgravity. Zero Robotics allows students to program SPHERES to play a game through a web-based interface and the most robust projects are evaluated on the ISS hardware, supervised by astronauts. The apparatus to investigate the influence of collaboration was developed by (1) building new web infrastructure where intensive inter-participant collaboration is possible, (2) designing a game that incentivizes collaboration with opponents, to solve a relevant formation flight problem and (3) structuring a tournament such that inter-team collaboration is mandated. The web infrastructure was also built using collaborative competitions, to demonstrate feasibility of building space software end-to-end by crowdsourcing.
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Xin, Wang. "Exploring the Impact of Strategic Flexibility on Business Model Innovation under the Open Innovation Activity: The Moderating Roles of Multiple Factors with Competitive Ties and Cooperative Ties." International Business Research 13, no. 7 (June 22, 2020): 80. http://dx.doi.org/10.5539/ibr.v13n7p80.
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This paper proposed a research model exploring the link among strategic flexibility, innovation openness, business model innovation, and introduced two moderating roles into this model. The result shows that innovation openness plays a partly mediating role between strategic flexibility and business model innovation. Collaborator ties negatively moderating the relationship between resource flexibility and innovation openness, positively moderating the relationship between coordination flexibility and innovation openness; The moderating effect of competitor ties is the same. In addition, the results of three interaction shows that the relationship between resource flexibility and innovation openness is negatively moderated by high collaborator ties and high competitor ties, while positively moderated by high collaborator ties and high competitor ties.
It’s suggested that enterprises effectively integrate the relationship between internal resources with external competitors and cooperators according to their own strategic flexibility characteristics, embedded open innovation activities in business.
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Bosque, Elena. "Collaboration, Not Competition." Advances in Neonatal Care 15, no. 2 (April 2015): 112–18. http://dx.doi.org/10.1097/anc.0000000000000161.
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Klein, S. W. "Collaboration and Competition." NOVEL A Forum on Fiction 48, no. 1 (January 1, 2015): 140–43. http://dx.doi.org/10.1215/00295132-2860469.
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Stewart-Amidei, Chris. "Collaboration or Competition?" Journal of Neuroscience Nursing 35, no. 4 (August 2003): 183. http://dx.doi.org/10.1097/01376517-200308000-00001.
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Peterson, Martin. "Collaboration and competition." Innovation: The European Journal of Social Science Research 12, no. 4 (December 1999): 511–16. http://dx.doi.org/10.1080/13511610.1999.9968623.
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Bassok, Daphna. "Competition or Collaboration?" Educational Policy 26, no. 1 (January 2012): 96–116. http://dx.doi.org/10.1177/0895904811428973.
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ERZURUMLU, SINAN. "COLLABORATIVE PRODUCT DEVELOPMENT WITH COMPETITORS TO STIMULATE DOWNSTREAM INNOVATION." International Journal of Innovation Management 14, no. 04 (August 2010): 573–602. http://dx.doi.org/10.1142/s1363919610002787.
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Open innovation through collaboration could be beneficial for various reasons, but participating firms must also consider the strategic consequences of their formation on the supply chain. This study is concerned with how open innovation through inter-firm collaboration and strategic alliances may generate value for competing suppliers by stimulating the adoption of the new component innovation by the downstream supply chain. The analysis specifically examines three types of firm interaction representing different levels of open innovation. First, in the joint venture, fully integrated suppliers would develop and market the component. Second, in the development alliance, partially integrated suppliers share the development outcome, but compete in marketing. Finally, independent suppliers do not form any kind of collaborative formation. The findings reveal that the value of open innovation comes not only from technology development, but also how well it stimulates the downstream OEM to invest.
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Ramdani, Sulaeman Deni, Agung Hanfi Astana, and Moh Fawaid. "Pengembangan Model Kolaborasi Ekonomi Berbasis Sekolah Kejuruan." TAMAN VOKASI 7, no. 2 (December 26, 2019): 160. http://dx.doi.org/10.30738/jtv.v7i2.6304.
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Abstracts. The ASEAN Economic Community (AEC) encourages competition in the fields of human, economic, technological and industrial resources. MEA has the potential to open up opportunities and more challenging expectations and force to work hard to be able to take roles and opportunities in the competition. The purpose of this study are 1) developing a vocational school-based economic collaboration model, 2) knowing the feasibility of a vocational school-based economic collaboration model. This research is a research and development study using the 4D model, namely define, design, develop, and disseminate. Data comes from literature and questionnaire studies. Research data analysis techniques using descriptive statistical analysis. The results of the study show that the model of economic collaboration based on vocational schools requires collaboration and collaboration between institutions and the community to create sustainable and mutually beneficial synergy. Vocational school-based economic collaboration models produce collaborative models that involve industry, retail, MSMEs, farmer groups, and start-ups. Expert assessment of the collaboration model falls into the "very appropriate" category. The implementation of collaboration needs to consider several aspects, namely regional characteristics, local government regulations, school readiness, community readiness, and local industry characteristics.
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de Man, Ard-Pieter. "Collaboration and competition: exploring the effects of alliances and networks on rivalry." Journal on Chain and Network Science 5, no. 1 (June 1, 2005): 17–26. http://dx.doi.org/10.3920/jcns2005.x051.
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The increase in collaboration between companies has a marked effect on competition. Counter to intuition, collaboration may lead to an increase in rivalry. Most companies collaborate for offensive instead of defensive reasons. They aim to innovate and learn, rather than corner markets and raise prices. Moreover, three new forms of competition have come into being that stimulate rivalry. The first form is co-opetition. Companies cooperate and compete simultaneously. Three types of co-opetition are distinguished: direct, indirect and asynchronous. A second new form of competition is group-based competition, which occurs when groups of companies compete with other groups of companies. The final new form of competition is organization-form-based competition, which occurs when a group of companies collaborates with for example a vertically integrated enterprise. A final reason why the recent trend towards collaboration may not pose a threat to competition is that collaborative structures are rarely stable. Instead companies enter and exit networks on a continuous basis. Any competition-limiting effect is therefore bound to be temporary. This analysis of competition in and around networks and alliances aims to explore the nature of competition in a network economy. It shows that alliances and networks only curb competition when three specific conditions are met. Implications for governmental policy, management and research are defined.
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Ma, Ting, and Gerrit-Jan Knaap. "Estimating the Impacts of Capital Bikeshare on Metrorail Ridership in the Washington Metropolitan Area." Transportation Research Record: Journal of the Transportation Research Board 2673, no. 7 (May 21, 2019): 371–79. http://dx.doi.org/10.1177/0361198119849407.
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Bikeshare programs have transformed the urban transportation landscape. However, their impacts on rail transit have not been fully examined. Some researchers find shared bikes help reduce the first-mile/last-mile gaps and boost rail transit ridership, although others see bikeshare as a competitor for riders. Previous studies have mostly relied on surveys of bikeshare program users as the data source, and few have addressed this question using more rigorous methods. In this paper, the authors take the Washington metropolitan area as an example and use statistical methods to quantify the impact of the bikeshare program on rail transit ridership. Using detailed ridership data between 2010 and 2015, they break down Metrorail ridership by type (entries vs. exits) and time of the day (AM peak vs. PM peak) to analyze how Capital Bikeshare (CaBi) interacts with Metrorail. Furthermore, Metrorail stations are categorized into core stations and peripheral stations to examine the impacts of CaBi in different built environments. Regression results show that the impacts of CaBi vary by Metrorail station location. For core Metrorail stations, CaBi docking stations within ¼-mile of a Metrorail station reduce rail ridership in all measures. In particular, CaBi would reduce the number of AM-peak exits by 4,738 per station per month. However, CaBi complements Metrorail in peripheral neighborhoods. Having CaBi installed nearby would increase monthly Metrorail ridership by 1,175 AM-peak exits, 1,417 PM-peak entries, 2,284 AM-peak entries, and 2,422 PM-peak exits. Based on the findings, the authors suggest a collaboration between Metrorail and CaBi to add more bikeshare stations within ¼-mile of peripheral Metrorail stations to increase the ridership of both systems.
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Wijaya, Yehezkiel Nugraha Ivan, Maureen Nuradhi, and Melania Rahadiyanti. "PERANCANGAN PRODUK FURNITUR INTERIOR DAN BOOTH DENGAN PENDEKATAN PRINSIP MINIMALIS OLEH NIW." AKSEN 5, no. 1 (October 30, 2020): 56–67. http://dx.doi.org/10.37715/aksen.v5i1.1583.
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The pace of the economy in Indonesia faces an era of shifting where many new businesses take advantageof this opportunity. The rapid growth of the Indonesian economy brings opportunities to various aspects ofpeople’s lives, both from the pattern of the use of money to the opportunity to open a business. One of thecontributors to Indonesia’s economic growth is the creative economy. Indonesia’s creative economy hasbecome a promising new business opportunity, which is now also being cultivated by the community. Theproduct and furniture industry is one of the 16 sectors of Indonesia’s creative economy. NIW an online ore-commerce based company has a share of the mass market where the company provides various needsfor home furniture and interior accessories. The company carries a minimalist concept where the minimalistphilosophy reflects an awareness of maximizing the consumption of goods by minimizing various componentsthat are not needed. A minimalist visual form is expected to change the perspective and lifestyle of its users inbetween the complexities that often distract human thoughts and feelings in everyday life. Before the productis released to the market, the company makes a market reset so that the goods made can be accepted bythe public. In addition to designing furniture, to support business activities a booth is needed as a mediacampaign. The booth on the NIW company is useful as a medium for exhibiting product results and is alsoa media space where prospective customers can feel, see, and feel directly for each product in order tounderstand and adjust the user’s tastes. The company collaborates with other creative industry personalitiesin various fields and several non competitor brands.
Keywords: Collaboration, E-Commerce, Furniture, Minimalist, Product Design.
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Gansterer, Margaretha, and Richard F. Hartl. "The Prisoners’ Dilemma in collaborative carriers’ request selection." Central European Journal of Operations Research 29, no. 1 (January 13, 2021): 73–87. http://dx.doi.org/10.1007/s10100-020-00717-2.
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AbstractLogistics providers have to utilize available capacities efficiently in order to cope with increasing competition and desired quality of service. One possibility to reduce idle capacity is to build coalitions with other players on the market. While the willingness to enter such coalitions does exist in the logistics industry, the success of collaborations strongly depends on mutual trust and behavior of participants. Hence, a proper mechanism design, where carriers do not have incentives to deviate from jointly established rules, is needed. We propose to use a combinatorial auction system, for which several properties are already well researched but little is known about the auction’s first phase, where carriers have to decide on the set of requests offered to the auction. Profitable selection strategies, aiming at maximization of total collaboration gains, do exist. However, the impact on individual outcomes, if one or more players deviate from jointly agreed selection rules is yet to be researched. We analyze whether participants in an auction-based transport collaboration face a Prisoners’ Dilemma. While it is possible to construct such a setting, our computational study reveals that carriers do not profit from declining the cooperative strategy. This is an important and insightful finding, since it further strengthens the practical applicability of auction-based trading mechanisms in collaborative transportation.
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Polterovich, V. M. "Collaborative hierarchies." Voprosy Ekonomiki, no. 7 (July 12, 2021): 31–48. http://dx.doi.org/10.32609/0042-8736-2021-7-31-48.
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We introduce the concept of collaborative hierarchy, a mechanism of collaboration which combines hierarchical and peer-to-peer interactions. In a collaborative hierarchy, a set of participants informatively “subordinate” to the same coordinator forms a peer-to-peer network producing consensual decisions. The advantages of such mechanisms over peer-to-peer mechanisms are noted. The problem of stability of collaborative hierarchies is investigated. In this case it means that they are protected from turning into power hierarchies based on violence. Stability requires high levels of human capital and civic culture. It is achieved through a number of formal organizational principles, such as the selection of coordinators by the level of collaborativity and their regular turnover. Of particular importance for stability is the requirement of reaching consensus. It is demonstrated that a number of Western countries are trying to overcome the crisis of the welfare state by introducing economic reforms providing for the formation of collaborative hierarchies. Our analysis shows that forming of governance hierarchies is compatible with the tendency of crowding out mechanisms of competition and power by mechanisms of collaboration, demonstrated by the philosophy of collaboration. The significance of the findings for Russia is discussed.
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Fang, Shih-Chieh, and Dan-Wei Wen. "Untangle Multi-Organizational Collaboration From Value Co-creation." International Journal of Business Administration 9, no. 5 (August 3, 2018): 76. http://dx.doi.org/10.5430/ijba.v9n5p76.
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Multi-organizational collaboration is a major method for firms to jointly create value. But received research from the value-based view puts much more emphasis on value capture over value creation among organizations. This research adopts value co-creation perspective from service science to propose a framework to address (1) the variety of value that can be created, and (2) key factors making multiple organizations co-create value. Theoretically, this paper provides a potential solution to untangle success factors of multi-organizational collaborations. Specifically, value co-creation perspective opens an alternative lens to investigate why organizations collaborate when they are not controlled by organizational hierarchy. Practically, this paper reflects how collaborations with other organizations could be evaluated from a non-competition-oriented manner to achieve better collaboration performance.
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Anderson, M. J. "Collaborative Integration in the Canadian Pharmaceutical Industry." Environment and Planning A: Economy and Space 25, no. 12 (December 1993): 1815–38. http://dx.doi.org/10.1068/a251815.
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Over the course of the 1980s, companies attempted to develop new organisational strategies to balance competition with collaboration. Although a variety of theoretical frameworks acknowledged this development there have been very few empirical studies in which the nature and extent of this collaborative integration and the implications for industries in the 1990s have been examined. In this paper, the Canadian pharmaceutical industry is used as the empirical context for an examination of collaboration. The author focuses on the relationship between small and large firms, biotechnology-based companies, and university research and argues that these collaborative linkages need to be more firmly developed in our theoretical discussions if we are to make sense of the corporate world in the 1990s.
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Kikuchi, Catherine. "Competition and Collaboration in the Venetian Book World from 1469 to the Early Sixteenth Century." Annales. Histoire, Sciences Sociales 73, no. 1 (March 2018): 179–205. http://dx.doi.org/10.1017/ahsse.2020.6.
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The early history of printing in Europe is one of great economic and commercial success, but also of significant risks taken by those involved. The supply of paper, essential to the functioning of a press, could cause conflicts and required constantly available capital: the profitability of the book industry depended on the growth of the market. In Venice, anyone could set up as a printer, creating competition that was strongly criticized by printers and booksellers in the late fifteenth and early sixteenth century. This prompted them to formulate the economic risks they faced in supplica addressed to the Venetian authorities, and to conceptualize the realities of their situation, especially in terms of competition. This word, always used in a pejorative sense, is nevertheless rare in both theoretical and practical documents of the time. However competitive this economic milieu was, it was counterbalanced by the necessity of collaboration, a phenomenon that can be studied through social network analysis. Trust was restored through the constitution of dense collaborative networks, in which competitors became partners. Yet this also enabled some actors to establish strong consortia, leading to the kind of oligopolistic economy typical of industries without state regulation.
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Frosini, Francesca, Anna Dixon, and Ruth Robertson1. "Competition in the NHS: A Provider Perspective." Journal of Health Services Research & Policy 17, no. 1_suppl (January 2012): 16–22. http://dx.doi.org/10.1258/jhsrp.2011.010194.
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Objective To analyse how competition is experienced and characterized by NHS and independent sector acute care providers in the English National Health Service (NHS). Methods Semi-structured interviews with 49 senior staff in 15 NHS trusts and independent sector providers between November 2008 and April 2009, in England. Results The market was predominantly defined based on geographical proximity. Competition was mainly on the periphery of catchment areas but markets were differentiated based on the scope and type of services. Niche providers, specialist hospitals and tertiary centres did not directly compete with district general hospital-type providers. Competitors were increasingly primary and community care providers, while there was little perceived threat from the private sector. There were many examples of how different providers (both NHS and independent sector) were co-operating and collaborating. Patients and general practitioners (GPs) appeared to be loyal to local providers. Conclusion The providers' view of the market and the relevance of historical relationships and loyalties suggest fine grained variations in competition which is consistent with a relational rather than structural approach to competition. Also the evidence on embeddedness of relationships implies that collaboration might be a strong lever for quality improvement locally. Finally, some of the agreements found might be deemed in breach of the rules of competition but they may well be in the interests of patients and taxpayers, with implications for regulation in publicly funded health care systems.
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Zacharia, Zach, Michael Plasch, Usha Mohan, and Markus Gerschberger. "The emerging role of coopetition within inter-firm relationships." International Journal of Logistics Management 30, no. 2 (May 13, 2019): 414–37. http://dx.doi.org/10.1108/ijlm-02-2018-0021.
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Purpose Increasing environmental uncertainty, more demanding customers, rapid technological growth and rising capital costs have all forced firms to evolve from collaborating with buyers and suppliers to collaborating with their competitors and that is called coopetition. The purpose of this paper is to better understand the antecedents and outcomes associated with coopetition. Design/methodology/approach Building from the existing literature and three theoretical foundations, resource-based theory, resource dependence theory and game theory, the authors develop a model showing the antecedents and outcomes of coopetition and associated propositions of coopetition. Using a semi-structured interview process of 21 industry executives, the authors offer empirical support for the proposed coopetition model and propositions. Findings Firms are increasingly dependent on the knowledge and expertise in external organizations to innovate, solve problems and improve supply chain performance. This research suggests that there is a value for firms to consider coopetition as a part of their inter-firm strategies. Research limitations/implications The semi-structured interview process used in this research provided a wealth of information and executive experiences in coopetition. The interviews, however, only provide a single perspective of collaborative engagements with competitors. Multiple perspectives of each project would add value to this research. Originality/value Collaboration among buyers and suppliers have been well researched; however, there has not been as much research on coopetition. This research provides a new area for future research for academics and offers suggestions for managers to improve the effectiveness and efficiency of their coopetition projects.
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Chang, Ping-Teng, Chih-Sheng Lin, Kuo-Chen Hung, Han-Hsiang Lee, and Ching-Hsiang Chang. "Collaboration and Competition Process." International Journal of Artificial Life Research 1, no. 3 (July 2010): 62–90. http://dx.doi.org/10.4018/jalr.2010070107.
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The hybridization of genetic algorithms and the simplex method have been proven in literature as useful and promising in optimizations. Therefore, this paper proposes a multi-teams genetic-algorithm (MT-GA) hybrid developed toward extending the previous simplex-GA hybrids. The approach utilizes the simplex method as a united team and multi-teams collaboration and also competition search process in conjunction with the GAs. It is designed such that it has multi-teams with self-evolution (parallel applications of the simplex method), multi-teams communication and even mutual stimulation, and multi-teams survival competition as well as non-elite team breakup for individual relearning (with GAs) and re-forming the new teams. The extension of multi-teams GA thus provides the advantages and as previous simplex-GAs has been proved to outperform a number of other approaches. The experiments in this research show that the MT-GA generally outperforms the existing simplex-GAs for the indices of convergence rate (CPU time required), efficiency (number of function evaluations), and effectiveness (accuracy). Also, a further functional experiment of the MT-GA shows that the MT-GA can be a useful improved algorithm for the function optimization problems.