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DC Field | Value | Language |
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dc.contributor.author | Mirzabeiki, V | - |
dc.contributor.author | He, Q | - |
dc.contributor.author | Sarpong, D | - |
dc.date.accessioned | 2021-11-08T19:40:36Z | - |
dc.date.available | 2021-11-08T19:40:36Z | - |
dc.date.issued | 2022-02-27 | - |
dc.identifier | ORCID iD: Vahid Mirzabeikia https://orcid.org/0000-0001-5436-8992 | - |
dc.identifier | ORCID iD: David Sarpong https://orcid.org/0000-0002-1533-4332 | - |
dc.identifier.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. | en_US |
dc.identifier.issn | 0020-7543 | - |
dc.identifier.uri | https://bura.brunel.ac.uk/handle/2438/23465 | - |
dc.description | Data availability statement: The dataset of this paper can be obtained by contacting the corresponding author Prof. Qile He. | - |
dc.description.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. | - |
dc.format.extent | 4826 - 4852 | - |
dc.format.medium | Print-Electronic | - |
dc.language.iso | en_US | en_US |
dc.publisher | Routledge (Taylor & Francis Group) | en_US |
dc.rights | 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. | - |
dc.rights.uri | https://creativecommons.org/ licenses/by-nc-nd/4.0/ | - |
dc.subject | co-opetition | en_US |
dc.subject | inter-organizational collaboration | en_US |
dc.subject | sustainability | en_US |
dc.subject | supply chain management | en_US |
dc.subject | triple-bottom-line | en_US |
dc.title | Sustainability-driven co-opetition in supply chains as strategic capabilities: Drivers, facilitators, and barriers | en_US |
dc.type | Article | en_US |
dc.identifier.doi | https://doi.org/10.1080/00207543.2021.1988749 | - |
dc.relation.isPartOf | International Journal of Production Research | - |
pubs.issue | 14 | - |
pubs.publication-status | Published | - |
pubs.volume | 61 | - |
dc.identifier.eissn | 1366-588X | - |
dc.rights.holder | The Author(s) | - |
Appears in Collections: | Brunel Business School Research Papers |
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File | Description | Size | Format | |
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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 |
This item is licensed under a Creative Commons License