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Managing coopetition through horizontal supply chain relations: Linking dyadic and network levels of analysis
Author(s) -
Wilhelm Miriam M.
Publication year - 2011
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2011.03.003
Subject(s) - coopetition , supply chain , business , industrial organization , competition (biology) , german , supplier relationship management , industrial relations , network analysis , supply chain management , marketing , microeconomics , economics , management , game theory , history , ecology , physics , archaeology , quantum mechanics , biology
A growing research stream has expanded the level of analysis beyond single buyer–supplier relations to the network, including supplier–supplier relations. These supplier–supplier relations may constitute a missing link between the traditional analysis of the dyadic and the network level of analysis that are often treated separately. This paper explores the interplay of the supplier–supplier and network of analysis by focusing on the inherent tension between cooperation and competition, using a multiple case study design in the Japanese and German automobile industries. It is argued that the buyer is able to exert influence not only on the coopetition level, so within “horizontal supply chain relations,” but that the coopetitive tension in the overall network can in fact be managed through the active establishment and maintenance of such relations.