Co-opetition strategy as a powerful tool to new products development management
Co-opetition strategy as a powerful tool to new products development management
Índice
The present paper approaches the co-opetition strategy and its integrated elements which determine the success of its implementation between competitors. The paradox associated with the co-opetition strategy has to be surpassed in order to fully achieve the benefits of the inter-organizational synergies that are created. Therefore, all organizational levels must be considered when it comes to co-opetition because the collaboration with competitors is still seen counterintuitive in the common sense and among different firms. This way, it’s demonstrated the relationship between the strategy and the business market, the different managerial models of the strategy and the influence that it holds in firms with different industry dimensions.
Furthermore, it is also exposed case studies that validate the results obtained in this study. In particular, it is demonstrated the influence of the co-opetition strategy implemented between four Portuguese companies currently competitors in providing global construction services, maintenance and conduction of both electrical and mechanical installations.
It is concluded that the co-opetition strategy must be analysed and structured in detail before its implementation because despite the benefits it can also bring additional risks to firms. But co-opetition is, with no doubt, a powerful strategy that nowadays helps companies to survive in the existent highly competitive, demanding and dynamic business markets. Namely, concerning innovation and development of new products, because without that it is impossible for companies not only survive, but also cooperate, compete and grow in such scenario.
Diogo Francisco Gomes
MSc student in the Departmental Area of Mechanical Engineering of ISEL.
BSc degree in Mechanical Engineering (ISEL, 2015).Scientific interests are the domain of Mechanical Engineering – Maintenance and Production. The present main field of R&TD is strategic management and welding of materials with special relevance to the study of methodologies in support of engineering as well as the study of welding technologies.
Ana Sofia Martins da Eira Dias
Assistant Professor in the Departmental Area of Mechanical Engineering of ISEL.
PhD in Industrial Engineering and Management (UBI, 2015). Scientific interests are the domain of Industrial Engineering and Management. The main field of R&TD in recent years is strategic management with special relevance to the study of philosophies and methodologies in support of engineering and industrial management (e.g. Lean, JIT, SMED, TRIZ, QFD, DFSS, etc.).
Helena V. G. Navas
Helena V. G. Navas is Professor of Department of Mechanical and Industrial Engineering, Faculty of Science and Technology, Universidade NOVA de Lisboa and Researcher in UNIDEMI – Unit for Research and Development in Mechanical and Industrial Engineering. She is the representative of APQ in the Technical Standardization Committee on Research Activities, Development and Innovation (RDI). She is a consultant and trainer in Innovation, Systematic Innovation and TRIZ.
Master Thesis or PhD:
[1] A. Dias (2015). Proposta de um modelo de referência para a concepção e desenvolvimento de novos produtos Engenharia e Gestão Industrial. Ph.D.Thesis. Universidade da Beira Interior.
Paper in a Scientific Journal:
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Innovation; Competition; Co-opetition Management; New Products Development.
