Inter-organizational knowledge management in a coopetitive context in the aeronautic and space industry

Abstract

Coopetition analyses the simultaneity of competitive and cooperative behaviours between rival firms. Scholars have focused their attention on strategic alliances, but specific coopetition issues are seldom addressed through in-depth studies. On the basis of inter-organizational relationships, coopetition provides partners with a competitive advantage by enhancing their knowledge creation and transfer, but exposes firms to the risk that rivals may capture their own knowledge. In this, it becomes necessary for firms to mix knowledge creation and transfer strategies with knowledge protection practices. This paper reports on a qualitative study of 37 firms and sheds light on the specific knowledge development process for the partners engaged in coopetition.

Keywords:

• case studies
• coopetition strategy
• inter-organizational (relationships)
• knowledge transfer
• learning
• aeronautics and space sector

Additional information

Notes on contributors

David Salvetat

About the authors

David Salvetat is full Professor of strategy – HDR (French habilitation for supervising doctoral research in Management Sciences) at La Rochelle Business School – CEREGE. His research focuses on strategy of coopetition, competitive intelligence, knowledge management, and social networks. His work relates to high technology industry, aeronautical and aerospace firms.

Mickaël Géraudel

Mickael Géraudel is an Assistant Professor of strategy at Groupe Sup de Co Montpellier Business School. His research focuses on SME management, coopetition and on personal networks.

Sophie d'Armagnac

Sophie d’Armagnac is a Lecturer of management accounting and research assistant in the ‘New Management Practices’ research center at Toulouse Business School. She completed her Ph.D. in 2004 and develops research activities on knowledge management, cognitive issues of co-operation, and project learning.