Research graph
References from The double-edged sword of coopetition: how platform–complementor relationships drive sustainable competitive advantage. Local targets link to admitted publications; unresolved targets remain external evidence.
Growing platforms within platforms: how platforms manage the adoption of complementor products in the presence of network effects
10.1002/smj.3487 · 2023 · External reference
Unresolved reference
1991 · External reference
Strategic decision comprehensiveness and new product development outcomes in new technology ventures
10.2307/20159603 · 2004 · External reference
Firm resources and sustained competitive advantage
10.1177/014920639101700108 · 1991 · External reference
Performance implications of cross-functional coopetition in new product development: the mediating role of organizational learning
10.1016/j.indmarman.2018.02.007 · 2018 · External reference
Coopetition—quo vadis? Past accomplishments and future challenges
10.1016/j.indmarman.2014.02.015 · 2014 · External reference
The coopetition paradox and tension: the moderating role of coopetition capability
10.1016/j.indmarman.2015.11.008 · 2016 · External reference
The impact of environmental turbulence on the perceived importance of innovation and innovativeness in SMEs
10.1111/jsbm.12482 · 2019 · External reference
Coopetition: performance implications and management antecedents
10.1142/s1363919612500284 · 2012 · External reference
Coopetition: a vehicle for business model distinctiveness
10.1016/j.indmarman.2024.11.010 · 2025 · External reference
Innovation in knowledge-intensive industries: the double-edged sword of coopetition
10.1016/j.jbusres.2013.02.032 · 2013 · External reference
Coopetition: a systematic review, synthesis, and future research directions
10.1007/s11846-015-0168-6 · 2015 · External reference
Coopetition in new product development alliances: advantages and tensions for incremental and radical innovation
10.1111/1467-8551.12213 · 2018 · External reference
Complementor competitive advantage: a framework for strategic decisions
10.1016/j.jbusres.2020.09.016 · 2021 · External reference
How does coopetition affect radical innovation? The roles of internal knowledge structure and external knowledge integration
10.1108/jbim-05-2019-0257 · 2021 · External reference
Dynamic knowledge management capabilities for successful product eco-innovation
10.1002/bse.4354 · 2025 · External reference
Moderators affecting the relationship between coopetition and company performance
10.1108/jbim-03-2018-0102 · 2019 · External reference
The dark side of coopetition: when collaborating with competitors is harmful for company performance
10.1108/jbim-01-2019-0057 · 2021 · External reference
Coopetition at the sports marketing/entrepreneurship interface: a case study of a Taekwondo organisation
10.1108/mip-09-2014-0174 · 2016 · External reference
The yin and yang nature of coopetition activities: non-linear effects and the moderating role of competitive intensity for internationalised firms
10.1108/imr-01-2019-0018 · 2021 · External reference
Coopetition and sustainable competitive advantage: the case of tourist destinations
10.1016/j.tourman.2015.12.009 · 2016 · External reference
The effect of environmental turbulence on cyber security risk management and organizational resilience
10.1016/j.cose.2023.103591 · 2024 · External reference
Strategic orientations, organizational ambidexterity, and sustainable competitive advantage: mediating role of industry 4.0 readiness in emerging markets
10.1016/j.jclepro.2023.136765 · 2023 · External reference
Learning from experience? Technological investments and the impact of coopetition experience on firm profitability
10.1016/j.lrp.2019.01.003 · 2020 · External reference
Non-normal and categorical data in structural equation modeling
2006 · External reference
Evaluating structural equation models with unobservable variables and measurement error
10.1177/002224378101800104 · 1981 · External reference
Bridging differing perspectives on technological platforms: toward an integrative framework
10.1016/j.respol.2014.03.006 · 2014 · External reference
Industry platforms and ecosystem innovation
10.1111/jpim.12105 · 2014 · External reference
Nuances in the interplay of competition and cooperation: towards a theory of coopetition
10.1177/0149206318788945 · 2018 · External reference
The competition-cooperation paradox in inter-firm relationships: a conceptual framework
10.1016/j.indmarman.2015.11.014 · 2016 · External reference
Coopetition, organizational agility, and innovation performance in digital new ventures
10.1016/j.indmarman.2023.04.003 · 2023 · External reference
Thinking about U: theorizing and testing U- and inverted U-shaped relationships in strategy research
10.1002/smj.2399 · 2016 · External reference
When to use and how to report the results of PLS-SEM
10.1108/ebr-11-2018-0203 · 2019 · External reference
Beyond Baron and Kenny: statistical mediation analysis in the new millennium
10.1080/03637750903310360 · 2010 · External reference
Effects of complementors' perceived coopetition on fostering innovation: evidence from Chinese software platforms
10.1016/j.indmarman.2023.12.017 · 2024 · External reference
Dynamic capabilities and multi-sided platforms: fostering organizational agility, flexibility, and resilience in B2B service ecosystems
10.1016/j.indmarman.2025.01.006 · 2025 · External reference
A new criterion for assessing discriminant validity in variance-based structural equation modeling
10.1007/s11747-014-0403-8 · 2015 · External reference
The interplay of competition and cooperation
10.1002/smj.2965 · 2018 · External reference
From temporary competitive advantage to sustainable competitive advantage
10.1111/1467-8551.12104 · 2015 · External reference
The impact of open innovation on firm performance: the moderating effects of internal R&D and environmental turbulence
10.1016/j.technovation.2013.06.006 · 2013 · External reference
Power dynamics in software platform ecosystems
10.1111/isj.12356 · 2022 · External reference
Towards a theory of ecosystems
10.1002/smj.2904 · 2018 · External reference
Market orientation: antecedents and consequences
10.1177/002224299305700304 · 1993 · External reference
Platform business model innovation in the digitalization era: a ‘driver-process-result’ perspective
10.1016/j.jbusres.2023.113818 · 2023 · External reference
B2B digital platform capability and sustainable positioning: do knowledge depth, knowledge breadth, and agility matter?
10.1016/j.indmarman.2025.08.005 · 2025 · External reference
Platform ecosystems as metaorganizations: implications for platform strategies
10.1002/smj.3250 · 2022 · External reference
Why do complementors participate? An analysis of partnership networks in the enterprise software industry
10.1109/tem.2011.2111421 · 2012 · External reference
Exploring paradox: toward a more comprehensive guide
10.2307/259204 · 2000 · External reference
Reflections on the 2021 AMR decade award: navigating paradox is paradoxical
10.5465/amr.2022.0251 · 2022 · External reference
Sustainable competitive advantages via temporary advantages: insights from the competition between American and Chinese digital platforms in China
10.1111/1467-8551.12558 · 2022 · External reference
Obtaining sustainable competitive advantage through collaborative dual innovation: empirical analysis based on mature enterprises in Eastern China
10.1080/09537325.2020.1839043 · 2020 · External reference
The impact of e-commerce capabilities on agricultural firms' performance gains: the mediating role of organizational agility
10.1108/imds-08-2019-0421 · 2020 · External reference
Dynamic capabilities and business model innovation of platform enterprise: a case study of DiDi Taxi
10.1155/2020/8841368 · 2020 · External reference
Exploring team performance in high-tech industries: future trends of building up teamwork
10.1016/j.techfore.2014.03.014 · 2015 · External reference
Imitate the best or imitate the most? Complementors' product development strategies impacted by platform features
10.1109/tem.2024.3418877 · 2024 · External reference
Modeling corporate sustainability strategy
10.1016/j.jbusres.2015.06.047 · 2016 · External reference
Understanding the link between information technology capability and organizational agility: an empirical examination
10.2307/41409967 · 2011 · External reference
Knowledge recombination, environmental turbulence and firms' innovation quality: the evidence from Chinese pharmaceutical industry
10.1108/ejim-10-2021-0517 · 2024 · External reference
The knotted paradox of coopetition for sustainability: investigating the interplay between core paradox properties
10.1016/j.indmarman.2023.02.013 · 2023 · External reference
Networks, platforms, and strategy: emerging views and next steps
10.1002/smj.2596 · 2017 · External reference
Coopetition, strategy, and business performance in the era of digital transformation using a multi-method approach: some research implications for strategy and operations management
10.1016/j.ijpe.2023.109068 · 2024 · External reference
Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: findings from PLS-SEM and fsQCA
10.1016/j.jbusres.2016.09.004 · 2017 · External reference
Unravelling the black box between coopetition and firms' sustainability performance
10.1016/j.indmarman.2023.08.008 · 2023 · External reference
Environmental context, managerial cognition, and strategic action: an integrated view
10.1002/smj.717 · 2008 · External reference
Unifying the role of IT in hyperturbulence and competitive advantage via a multilevel perspective of IS strategy
10.25300/misq/2017/41.3.12 · 2017 · External reference
Strategic entrepreneurship and competitive advantage of established firms: evidence from the digital TV industry
10.1007/s11365-017-0476-1 · 2018 · External reference
Coopetition dynamics between giant entrants and incumbents in a new convergent segment: a case in the smartphone industry
10.1080/19761597.2020.1818109 · 2021 · External reference
Driving sustainable competitive advantage in banking: the role of transformational leadership and digital transformation in organizational agility and corporate resiliency
10.1002/bse.4005 · 2025 · External reference
Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence
10.1108/jmtm-10-2020-0420 · 2021 · External reference
Coopetition, digital innovation, and sustainable performance in international digital ventures: moderating role of institutional environment
10.1016/j.ibusrev.2026.102559 · 2026 · External reference
Exploring the relationships between IT competence, innovation capacity and organizational agility
10.1016/j.jsis.2017.07.002 · 2018 · External reference
Experiencing the paradox of coopetition: a moderated mediation framework explaining the paradoxical tension-performance relationship
10.1016/j.lrp.2018.12.003 · 2020 · External reference
The coopetition paradox and tension in coopetition at multiple levels
10.1016/j.indmarman.2013.11.001 · 2014 · External reference
Coopetition in business ecosystems: the key role of absorptive capacity and supply chain agility
10.1016/j.jbusres.2022.03.071 · 2022 · External reference
Coopetition-based business models: the case of Amazon.com
10.1016/j.indmarman.2013.11.005 · 2014 · External reference
Alliances with frenemies: capability-building mechanisms linking coopetition to firm performance
10.1016/j.jbusres.2026.116076 · 2026 · External reference
Shaping agility through digital options: reconceptualizing the role of information technology in contemporary firms
10.2307/30036530 · 2003 · External reference
Nexus of digital platforms, innovation capability, and strategic alignment to enhance innovation performance in the Asia Pacific region: a dynamic capability perspective
10.1007/s10490-023-09879-4 · 2024 · External reference
Toward a theory of paradox: a dynamic equilibrium model of organizing
10.5465/amr.2011.59330958 · 2011 · External reference
Leveraging platform boundary resources: the role of distributed sensemaking
10.1080/07421222.2022.2063554 · 2022 · External reference
Promote or inhibit: the impact of multilateral relationships of complementary enterprises on their low-carbon technology adoption in platform ecosystem
10.1108/ejim-11-2024-1250 · 2025 · External reference
Drivers of platform ecosystem adoption: does innovation capability translate these drivers into improved firm performance
10.1108/bpmj-12-2023-0972 · 2025 · External reference
Enterprise social software platforms and team improvisation
10.1080/10864415.2020.1767430 · 2020 · External reference
Generativity and the paradox of stability and flexibility in a platform architecture: a case of the oracle cloud platform
10.1016/j.im.2021.103548 · 2021 · External reference
Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance
10.1002/smj.640 · 2007 · External reference
Profiting from innovation in the digital economy: enabling technologies, standards, and licensing models in the wireless world
10.1016/j.respol.2017.01.015 · 2018 · External reference
Dynamic capabilities and strategic management
10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z · 1997 · External reference
How to enhance IT B2B service innovation? An integrated view of organizational mechanisms
10.1108/jbim-07-2017-0175 · 2018 · External reference
Digital capabilities and sustainable competitive advantages: the case of emerging market manufacturing SMEs
10.1177/21582440251329967 · 2025 · External reference
Making platform firms' competitive advantage sustainable: the roles of network orchestration capabilities and collaborative innovation
10.1016/j.jbusres.2024.114854 · 2024 · External reference
Digitalization-based competitive pressure originating from coopetitors and the focal firm's digital innovation
10.1109/tem.2025.3594802 · 2025 · External reference
Supplier-supplier relationships in buyer-supplier-supplier triads: implications for supplier performance
10.1016/j.jom.2009.09.002 · 2010 · External reference
Coopetition and organizational performance outcomes: a meta-analysis of the main and moderator effects
10.1016/j.jbusres.2022.113363 · 2023 · External reference
Not every coopetitor is the same: the impact of technological, market and geographical overlap with coopetitors on firms' breakthrough inventions
10.1016/j.lrp.2019.02.006 · 2020 · External reference
Boundary-spanning search and sustainable competitive advantage: the mediating roles of exploratory and exploitative innovations
10.1016/j.jbusres.2021.01.032 · 2021 · External reference
Platform leadership and sustainable competitive advantage: the mediating role of ambidextrous learning
10.3389/fpsyg.2022.836241 · 2022 · External reference
Strategic innovation and technology adoption under technological uncertainty
10.1016/j.jedc.2024.104879 · 2024 · External reference
Coopetition in a platform ecosystem: from the complementors' perspective
10.1007/s10660-022-09565-5 · 2024 · External reference
Competitive dynamics between multinational enterprises and local internet platform companies in the virtual market in China
10.1111/1467-8551.12136 · 2016 · External reference
Policy choice for end-of-pipe abatement technology adoption under technological uncertainty
2019 · External reference
Resource orchestration and scaling-up of platform-based entrepreneurial firms: the logic of dialectic tuning
10.1111/joms.12854 · 2023 · External reference
Platform governance matters: how platform gatekeeping affects knowledge sharing among complementors
10.1002/smj.3191 · 2022 · External reference
Open innovation and sustainable competitive advantage: the role of organizational learning
10.1016/j.techfore.2022.122114 · 2023 · External reference
When sharing economy meets traditional business: coopetition between ride-sharing platforms and car-rental firms
10.1287/isre.2022.0011 · 2024 · External reference
Navigating algorithmic paradox management: the role of workplace game engagement and regulatory focus
10.1080/09585192.2024.2444325 · 2025 · External reference
Competing with complementors: an empirical look at Amazon.com
10.1002/smj.2932 · 2018 · External reference
Roles of value co-creation on social platforms in driving participating businesses' sustainable competitive advantage and performance
10.1108/apjml-01-2024-0007 · 2025 · External reference
Dynamic capabilities and strategic management
10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z · ExternalCitation · doi-reference
Driving sustainable competitive advantage in banking: the role of transformational leadership and digital transformation in organizational agility and corporate resiliency
10.1002/bse.4005 · ExternalCitation · doi-reference
Dynamic knowledge management capabilities for successful product eco-innovation
10.1002/bse.4354 · ExternalCitation · doi-reference
Thinking about U: theorizing and testing U- and inverted U-shaped relationships in strategy research
10.1002/smj.2399 · ExternalCitation · doi-reference
Networks, platforms, and strategy: emerging views and next steps
10.1002/smj.2596 · ExternalCitation · doi-reference
Towards a theory of ecosystems
10.1002/smj.2904 · ExternalCitation · doi-reference
Competing with complementors: an empirical look at Amazon.com
10.1002/smj.2932 · ExternalCitation · doi-reference
The interplay of competition and cooperation
10.1002/smj.2965 · ExternalCitation · doi-reference
Platform governance matters: how platform gatekeeping affects knowledge sharing among complementors
10.1002/smj.3191 · ExternalCitation · doi-reference
Platform ecosystems as metaorganizations: implications for platform strategies
10.1002/smj.3250 · ExternalCitation · doi-reference
Growing platforms within platforms: how platforms manage the adoption of complementor products in the presence of network effects
10.1002/smj.3487 · ExternalCitation · doi-reference
Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance
10.1002/smj.640 · ExternalCitation · doi-reference
Environmental context, managerial cognition, and strategic action: an integrated view
10.1002/smj.717 · ExternalCitation · doi-reference
Nexus of digital platforms, innovation capability, and strategic alignment to enhance innovation performance in the Asia Pacific region: a dynamic capability perspective
10.1007/s10490-023-09879-4 · ExternalCitation · doi-reference
Coopetition in a platform ecosystem: from the complementors' perspective
10.1007/s10660-022-09565-5 · ExternalCitation · doi-reference
Strategic entrepreneurship and competitive advantage of established firms: evidence from the digital TV industry
10.1007/s11365-017-0476-1 · ExternalCitation · doi-reference
A new criterion for assessing discriminant validity in variance-based structural equation modeling
10.1007/s11747-014-0403-8 · ExternalCitation · doi-reference
Coopetition: a systematic review, synthesis, and future research directions
10.1007/s11846-015-0168-6 · ExternalCitation · doi-reference
The effect of environmental turbulence on cyber security risk management and organizational resilience
10.1016/j.cose.2023.103591 · ExternalCitation · doi-reference
Coopetition, digital innovation, and sustainable performance in international digital ventures: moderating role of institutional environment
10.1016/j.ibusrev.2026.102559 · ExternalCitation · doi-reference
Coopetition, strategy, and business performance in the era of digital transformation using a multi-method approach: some research implications for strategy and operations management
10.1016/j.ijpe.2023.109068 · ExternalCitation · doi-reference
Generativity and the paradox of stability and flexibility in a platform architecture: a case of the oracle cloud platform
10.1016/j.im.2021.103548 · ExternalCitation · doi-reference
The coopetition paradox and tension in coopetition at multiple levels
10.1016/j.indmarman.2013.11.001 · ExternalCitation · doi-reference
Coopetition-based business models: the case of Amazon.com
10.1016/j.indmarman.2013.11.005 · ExternalCitation · doi-reference
Coopetition—quo vadis? Past accomplishments and future challenges
10.1016/j.indmarman.2014.02.015 · ExternalCitation · doi-reference
The coopetition paradox and tension: the moderating role of coopetition capability
10.1016/j.indmarman.2015.11.008 · ExternalCitation · doi-reference
The competition-cooperation paradox in inter-firm relationships: a conceptual framework
10.1016/j.indmarman.2015.11.014 · ExternalCitation · doi-reference
Performance implications of cross-functional coopetition in new product development: the mediating role of organizational learning
10.1016/j.indmarman.2018.02.007 · ExternalCitation · doi-reference
The knotted paradox of coopetition for sustainability: investigating the interplay between core paradox properties
10.1016/j.indmarman.2023.02.013 · ExternalCitation · doi-reference
Coopetition, organizational agility, and innovation performance in digital new ventures
10.1016/j.indmarman.2023.04.003 · ExternalCitation · doi-reference
Unravelling the black box between coopetition and firms' sustainability performance
10.1016/j.indmarman.2023.08.008 · ExternalCitation · doi-reference
Effects of complementors' perceived coopetition on fostering innovation: evidence from Chinese software platforms
10.1016/j.indmarman.2023.12.017 · ExternalCitation · doi-reference
Coopetition: a vehicle for business model distinctiveness
10.1016/j.indmarman.2024.11.010 · ExternalCitation · doi-reference
Dynamic capabilities and multi-sided platforms: fostering organizational agility, flexibility, and resilience in B2B service ecosystems
10.1016/j.indmarman.2025.01.006 · ExternalCitation · doi-reference
B2B digital platform capability and sustainable positioning: do knowledge depth, knowledge breadth, and agility matter?
10.1016/j.indmarman.2025.08.005 · ExternalCitation · doi-reference
Innovation in knowledge-intensive industries: the double-edged sword of coopetition
10.1016/j.jbusres.2013.02.032 · ExternalCitation · doi-reference
Modeling corporate sustainability strategy
10.1016/j.jbusres.2015.06.047 · ExternalCitation · doi-reference
Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: findings from PLS-SEM and fsQCA
10.1016/j.jbusres.2016.09.004 · ExternalCitation · doi-reference
Complementor competitive advantage: a framework for strategic decisions
10.1016/j.jbusres.2020.09.016 · ExternalCitation · doi-reference
Boundary-spanning search and sustainable competitive advantage: the mediating roles of exploratory and exploitative innovations
10.1016/j.jbusres.2021.01.032 · ExternalCitation · doi-reference
Coopetition in business ecosystems: the key role of absorptive capacity and supply chain agility
10.1016/j.jbusres.2022.03.071 · ExternalCitation · doi-reference
Coopetition and organizational performance outcomes: a meta-analysis of the main and moderator effects
10.1016/j.jbusres.2022.113363 · ExternalCitation · doi-reference
Platform business model innovation in the digitalization era: a ‘driver-process-result’ perspective
10.1016/j.jbusres.2023.113818 · ExternalCitation · doi-reference
Making platform firms' competitive advantage sustainable: the roles of network orchestration capabilities and collaborative innovation
10.1016/j.jbusres.2024.114854 · ExternalCitation · doi-reference
Alliances with frenemies: capability-building mechanisms linking coopetition to firm performance
10.1016/j.jbusres.2026.116076 · ExternalCitation · doi-reference
Strategic orientations, organizational ambidexterity, and sustainable competitive advantage: mediating role of industry 4.0 readiness in emerging markets
10.1016/j.jclepro.2023.136765 · ExternalCitation · doi-reference
Strategic innovation and technology adoption under technological uncertainty
10.1016/j.jedc.2024.104879 · ExternalCitation · doi-reference
Supplier-supplier relationships in buyer-supplier-supplier triads: implications for supplier performance
10.1016/j.jom.2009.09.002 · ExternalCitation · doi-reference
Exploring the relationships between IT competence, innovation capacity and organizational agility
10.1016/j.jsis.2017.07.002 · ExternalCitation · doi-reference
Experiencing the paradox of coopetition: a moderated mediation framework explaining the paradoxical tension-performance relationship
10.1016/j.lrp.2018.12.003 · ExternalCitation · doi-reference
Learning from experience? Technological investments and the impact of coopetition experience on firm profitability
10.1016/j.lrp.2019.01.003 · ExternalCitation · doi-reference
Not every coopetitor is the same: the impact of technological, market and geographical overlap with coopetitors on firms' breakthrough inventions
10.1016/j.lrp.2019.02.006 · ExternalCitation · doi-reference
Bridging differing perspectives on technological platforms: toward an integrative framework
10.1016/j.respol.2014.03.006 · ExternalCitation · doi-reference
Profiting from innovation in the digital economy: enabling technologies, standards, and licensing models in the wireless world
10.1016/j.respol.2017.01.015 · ExternalCitation · doi-reference
Exploring team performance in high-tech industries: future trends of building up teamwork
10.1016/j.techfore.2014.03.014 · ExternalCitation · doi-reference
Open innovation and sustainable competitive advantage: the role of organizational learning
10.1016/j.techfore.2022.122114 · ExternalCitation · doi-reference
The impact of open innovation on firm performance: the moderating effects of internal R&D and environmental turbulence
10.1016/j.technovation.2013.06.006 · ExternalCitation · doi-reference
Coopetition and sustainable competitive advantage: the case of tourist destinations
10.1016/j.tourman.2015.12.009 · ExternalCitation · doi-reference
Beyond Baron and Kenny: statistical mediation analysis in the new millennium
10.1080/03637750903310360 · ExternalCitation · doi-reference
Leveraging platform boundary resources: the role of distributed sensemaking
10.1080/07421222.2022.2063554 · ExternalCitation · doi-reference
Obtaining sustainable competitive advantage through collaborative dual innovation: empirical analysis based on mature enterprises in Eastern China
10.1080/09537325.2020.1839043 · ExternalCitation · doi-reference
Navigating algorithmic paradox management: the role of workplace game engagement and regulatory focus
10.1080/09585192.2024.2444325 · ExternalCitation · doi-reference
Enterprise social software platforms and team improvisation
10.1080/10864415.2020.1767430 · ExternalCitation · doi-reference
Coopetition dynamics between giant entrants and incumbents in a new convergent segment: a case in the smartphone industry
10.1080/19761597.2020.1818109 · ExternalCitation · doi-reference
Roles of value co-creation on social platforms in driving participating businesses' sustainable competitive advantage and performance
10.1108/apjml-01-2024-0007 · ExternalCitation · doi-reference
Drivers of platform ecosystem adoption: does innovation capability translate these drivers into improved firm performance
10.1108/bpmj-12-2023-0972 · ExternalCitation · doi-reference
When to use and how to report the results of PLS-SEM
10.1108/ebr-11-2018-0203 · ExternalCitation · doi-reference
Knowledge recombination, environmental turbulence and firms' innovation quality: the evidence from Chinese pharmaceutical industry
10.1108/ejim-10-2021-0517 · ExternalCitation · doi-reference
Promote or inhibit: the impact of multilateral relationships of complementary enterprises on their low-carbon technology adoption in platform ecosystem
10.1108/ejim-11-2024-1250 · ExternalCitation · doi-reference
The impact of e-commerce capabilities on agricultural firms' performance gains: the mediating role of organizational agility
10.1108/imds-08-2019-0421 · ExternalCitation · doi-reference
The yin and yang nature of coopetition activities: non-linear effects and the moderating role of competitive intensity for internationalised firms
10.1108/imr-01-2019-0018 · ExternalCitation · doi-reference
The dark side of coopetition: when collaborating with competitors is harmful for company performance
10.1108/jbim-01-2019-0057 · ExternalCitation · doi-reference
Moderators affecting the relationship between coopetition and company performance
10.1108/jbim-03-2018-0102 · ExternalCitation · doi-reference
How does coopetition affect radical innovation? The roles of internal knowledge structure and external knowledge integration
10.1108/jbim-05-2019-0257 · ExternalCitation · doi-reference
How to enhance IT B2B service innovation? An integrated view of organizational mechanisms
10.1108/jbim-07-2017-0175 · ExternalCitation · doi-reference
Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence
10.1108/jmtm-10-2020-0420 · ExternalCitation · doi-reference
Coopetition at the sports marketing/entrepreneurship interface: a case study of a Taekwondo organisation
10.1108/mip-09-2014-0174 · ExternalCitation · doi-reference
Why do complementors participate? An analysis of partnership networks in the enterprise software industry
10.1109/tem.2011.2111421 · ExternalCitation · doi-reference
Imitate the best or imitate the most? Complementors' product development strategies impacted by platform features
10.1109/tem.2024.3418877 · ExternalCitation · doi-reference
Digitalization-based competitive pressure originating from coopetitors and the focal firm's digital innovation
10.1109/tem.2025.3594802 · ExternalCitation · doi-reference
From temporary competitive advantage to sustainable competitive advantage
10.1111/1467-8551.12104 · ExternalCitation · doi-reference
Competitive dynamics between multinational enterprises and local internet platform companies in the virtual market in China
10.1111/1467-8551.12136 · ExternalCitation · doi-reference
Coopetition in new product development alliances: advantages and tensions for incremental and radical innovation
10.1111/1467-8551.12213 · ExternalCitation · doi-reference
Sustainable competitive advantages via temporary advantages: insights from the competition between American and Chinese digital platforms in China
10.1111/1467-8551.12558 · ExternalCitation · doi-reference
Power dynamics in software platform ecosystems
10.1111/isj.12356 · ExternalCitation · doi-reference
Resource orchestration and scaling-up of platform-based entrepreneurial firms: the logic of dialectic tuning
10.1111/joms.12854 · ExternalCitation · doi-reference
Industry platforms and ecosystem innovation
10.1111/jpim.12105 · ExternalCitation · doi-reference
The impact of environmental turbulence on the perceived importance of innovation and innovativeness in SMEs
10.1111/jsbm.12482 · ExternalCitation · doi-reference
Coopetition: performance implications and management antecedents
10.1142/s1363919612500284 · ExternalCitation · doi-reference
Dynamic capabilities and business model innovation of platform enterprise: a case study of DiDi Taxi
10.1155/2020/8841368 · ExternalCitation · doi-reference
Market orientation: antecedents and consequences
10.1177/002224299305700304 · ExternalCitation · doi-reference
Evaluating structural equation models with unobservable variables and measurement error
10.1177/002224378101800104 · ExternalCitation · doi-reference
Nuances in the interplay of competition and cooperation: towards a theory of coopetition
10.1177/0149206318788945 · ExternalCitation · doi-reference
Firm resources and sustained competitive advantage
10.1177/014920639101700108 · ExternalCitation · doi-reference
Digital capabilities and sustainable competitive advantages: the case of emerging market manufacturing SMEs
10.1177/21582440251329967 · ExternalCitation · doi-reference
When sharing economy meets traditional business: coopetition between ride-sharing platforms and car-rental firms
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