Conceptual Framework of Coopetition: A Comparative Study of Coopetition Configurations in Multinational Companies and Large and Small and Medium Enterprises

This article focuses on the development of a conceptual framework for analyzing coopetition, a strategy that combines both collaboration and competition between competing firms. The aim of this framework is to capture the relational complexity of coopetition and dispel the ambiguity surrounding previous research on the outcomes of coopetition, which has often been limited to financial impact. Coopetition has many advantages for a variety of companies, regardless of their size or sector of activity. Our main contribution lies in the creation of a comprehensive analytical framework for exploring coopetition in different dimensions, such as types, forms and modes of governance, to determine corporate performance indicators. Our multifactorial approach integrates all the parameters of coopetition, particularly for very small businesses (VSEs) and small and medium–sized enterprises (SMEs), with the goal of defining the conditions for success. Methodologically, our qualitative analysis includes case studies of large manufacturing companies that have successfully implemented coopetition practices. Moreover, we explore the presence of coopetition in VSEs and SMEs. We highlight the specific strategies they have adopted and the results they have achieved. By qualitatively comparing cases of coopetition between large companies and cases of coopetition between SMEs, we are able to identify the specific strategies they have adopted and the results they have achieved.