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When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France
Author(s) -
Granata Julien,
Géraudel Mickael,
d'Armagnac Sophie
Publication year - 2019
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2304
Subject(s) - coopetition , legitimacy , competitor analysis , business , institutional logic , process (computing) , industrial organization , marketing , sociology , computer science , economics , microeconomics , political science , law , game theory , politics , anthropology , operating system
Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition”: launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic.