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Coopetition and business models: How can they be integrated, and what effect does it have on value creation, delivery and capture?
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2015 (English)Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Technological innovations and development have caused rapid changes in the business environment. These changes have forced firms to change in the way they do business and operate. Two industries that are affected by these changes are the telecommunication industry and the information technology (IT) industry. Here, it is no longer possible for firms to operate completely individually, and many firms are pushed to engage in so called coopetition, which is cooperation with both vertical and horizontal competitors. As a consequence of the environmental changes, firms’ business models also need to change. They need to find new ways to create and deliver value that meet customer demand, and to capture a fair portion of that value from customers.

We have found a connection between coopetition and business models, since value creation and value capture is central in both concepts. Previous research has however only touched the connection between coopetition and business model, and literature still lack research on this new subject. The research gap has led us to formulate the following problem definition:

How can coopetition and business models be integrated, and what effect does it have on firms’ value creation, delivery, and capturing?

With this problem definition the study has three purposes. Firstly, the study aims to find how coopetition and business models can be seen and understood through the lenses of each other. Secondly, how such integration can lead to that the complex nature of coopetition can be managed more appropriately. Thirdly, create an understanding for what effects coopetition and business models can have on value creation, delivery, and capturing when integrated.

As the aim with this degree project is to develop a deeper understanding for this connection, we have chosen to do a qualitative study. We have conducted interviews with participants from seven different firms. In order to complement the theoretical framework we have held an expert interview with Professor Devi Gnyawali.

The analysis has led us to the conclusion that coopetition and business models are connected in more ways than is admitted in the literature today. We have found that coopetition and business models are not only connected in value creation and value capture, but also in value delivery. We can also conclude that it is important to develop principles in the business model of when, why, and how to engage in different forms of coopetition to better manage it. This can have a positive influence on value creation, value delivery and value capture.

Place, publisher, year, edition, pages
2015. , 81 p.
Keyword [en]
coopetition, business model, business models, coopetition and business models
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-105963OAI: oai:DiVA.org:umu-105963DiVA: diva2:839385
Educational program
Retail and Supply Chain Management Program
Supervisors
Examiners
Available from: 2015-07-02 Created: 2015-07-02 Last updated: 2015-07-02Bibliographically approved

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