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Title: | Sustainability-driven co-opetition in supply chains as strategic capabilities: Drivers, facilitators, and barriers |
Authors: | Mirzabeiki, V He, Q Sarpong, D |
Keywords: | co-opetition;inter-organizational collaboration;sustainability;supply chain management;triple-bottom-line |
Issue Date: | 27-Feb-2022 |
Publisher: | Routledge (Taylor & Francis Group) |
Citation: | Beiki, V.M., He, Q. and Sarpong, D. (2023) 'Sustainability-driven co-opetition in supply chains as strategic capabilities: Drivers, facilitators, and barriers', International Journal of Production Research, 61 (14), pp. 4826 - 4852. doi: 10.1080/00207543.2021.1988749. |
Abstract: | Copyright © 2022 The Author(s). Co-opetition is gaining increasing attention as a potentially useful form of inter-organisational collaboration model to improve firms’ sustainable performance. However, limited previous studies have provided a clear substantive theory or offered empirical evidence for the process of sustainability-driven co-opetition. This paper explores how competing companies can collaborate in their supply chains (SCs) to achieve a higher level of sustainability performance by identifying drivers, facilitators and barriers of co-opetition. Based on two explorative case studies of co-opetition in the UK, the findings of this paper lead to a number of propositions and a theoretical framework for sustainability-driven co-opetition in SCs. This study contributes to the literature by providing a more in-depth understanding of co-opetition as a strategic capability for firms. This paper also proves the feasibility of a combined use of Resource-Based View and Network Theory perspectives in explaining a paradoxical inter-organisational relationship like co-opetition. A road map for sustainability-driven co-opetition in SCs is also provided as a heuristic decision model for practitioners. |
Description: | Data availability statement: The dataset of this paper can be obtained by contacting the corresponding author Prof. Qile He. |
URI: | https://bura.brunel.ac.uk/handle/2438/23465 |
DOI: | https://doi.org/10.1080/00207543.2021.1988749 |
ISSN: | 0020-7543 |
Other Identifiers: | ORCID iD: Vahid Mirzabeikia https://orcid.org/0000-0001-5436-8992 ORCID iD: David Sarpong https://orcid.org/0000-0002-1533-4332 |
Appears in Collections: | Brunel Business School Research Papers |
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FullText.pdf | Copyright © 2022 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License (https://creativecommons.org/ licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way. | 3.76 MB | Adobe PDF | View/Open |
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