Mitigating coopetition tensions: The forgotten formation stage

Coopetition entails tensions inherent to collaboration with competitors. This paper focuses on the coopetition formation stage and its effects development of tensions. We performed interviews executives coopeting firms, create case studies organizations that initiate execute agreements for other then study firms engaged in mutual coopetition. While this confirms previous findings can be deliberate or emergent, it also reveals two approaches differ strategy patterns, which influence type intensity tensions, as well scope sustainability The approach mainly includes due lack trust, knowledge exposure cultural gaps, timeframe are clearly delimited. Previous acquaintance existing trust correspond a lower emergent approach, open extension.