Developing a Conceptual Model for Competitive Collaborative Strategy in Iran Telephone and Mobile Communications Sector: A Multi-case Study

Document Type : Research Paper

Authors

1 Associate Prof., Department of Business Management, Faculty of Management, University of Tehran, Tehran, Iran

2 Faculty of Electrical and Computer Engineering, University of Tehran, , Iran

3 Assistant Prof., Department of Business Management, Faculty of Management, University of Tehran, Tehran, Iran

4 Ph.D. Candidate, Department of Business Management, Faculty of Management, University of Tehran, Tehran, Iran

Abstract

Objective
The purpose of this study is to investigate the concept of collaborative competition in one of the most evolving industries in Iran i.e. the ICT industry and in particular, the telephone and mobile communications sector. Many companies are persuaded to adopt collaborative competition strategies due to industry-specific features such as low product lifecycle, strong technology convergence and high R&D costs. In this regard, one of the innovations of the present study is to try to design a conceptual model for collaborative competition strategy and then to modify it based on the Iranian communications industry.
 
Methodology
This research is qualitative in nature and has applied the case study theory In the present study, based on a comprehensive reviewe of the related literature in the field of collaborative competition, the basic research questions were identified according to the results and gaps of the previous researches, and then, by selecting case studies and developing a case study protocol, the research procedure began. The statistical sample is selected from among all the cases of cooperative competition companies which were active in the area of telephone and mobile communications in Iran through purposive judgmental selection method. The Data used in the study included researher’s personal observations, international reports, organizational documentation and evidence, as well as interviews with managers and experts in the field of telephone and mobile communications (using a purposive judgmental method).
 
Findings
A review of the findings from the case studies showed that governmental policies and the regulatory body, the economic and financial incentives of corporations, and specific characteristics of the communications industry have played a significant role in shaping collaborative competition. In terms of the factors influencing the choice of a rival company for cooperation, one can highlight the important role of each party's resources and capabilities. On the other hand, factors such as disregarding the interests of the other party, opportunistic behaviors, changing initial conditions, and interactive problems have caused tensions in the collaborative competition relationship. As a consequence of the cooperative competition relationship, it should be noted that virtual operators have not yet achieved even a small market share in the country's mobile market, and as a result, have not yet achieved revenue and profitability. The major operators are also not competent enough in marketing and expanding the market for virtual operators and have only been able to gain profit for their infrastructure services. This is mostly due to the incorrect definition of the collaborative competition protocol (including strategy, business model, and etc.).
 
Conclusion
This study aimed to explain the process of formation, development and management of collaborative competition in the telephone and mobile communications sector in Iran using a multi-case study method. For this purpose, after designing the case study protocol, two cases were selected as the cases of collaborative competition in the telephone and mobile communications industry. Then, by gathering the data and evidence from analysis of intra- and inter-case studys cases, a conceptual model relationship for collaborative competition strategy in the field of telephone and mobile communication sector that includes the conditions, contexts, management, tensions, and outcomes of collaborative competition.

Keywords

Main Subjects

References

References
Basole, R. C., Park, H. & Barnett, B. (2014). Coopetition and convergence in the ICT ecosystem. Telecommunications Policy, 39 (7),537-552.
Bengtsson, M. & Kock, S. (2014). Coopetition - Quo vadis? Past accomplishments and future challenges. Industrial Marketing Management, 43 (2), 180-188.
Bengtsson, M., Raza-Ullah, T. & Vanyushyn, V. (2016). The coopetition paradox and tension: Themoderating role of coopetition capability. Industrial Marketing Management, 53 (1), 19-30.
Bonel, E. & Rocco, E. (2007). Coopeting to survive; surviving coopetition. International Studies of Management and organization, 37 (2), 70–96.
Bouncken, R. B., Gast, J., Kraus, S. & Bogers, M. (2015). Coopetition: a systematic review, synthesis, and future research directions. Review of Managerial Science, 9 (3), 577-601.
Brandenburger, A. & Nalebuff, B. (1995). The right game: Use game theory to shape strategy. Harvard Business Review, 57-71.
Czakon, W. & Dana, L.P. (2013). Coopetition at work: How firms innovate to shape the airline industry. Journal of Social Management, 57 (1), 32-61.
Danaei Far, I., Alvani, M., & Azar, A. (2007) Qualitative research methodolgy in management: a comprehensive approach. Tehran: Saffar Publications. (in Persian)
Dorn, S., Schweiger, B. & Albers, S. (2016). Levels, phases and themes of coopetition: A systematic literature review and research agenda. European Management Journal, 34 (1), 484-500.
Dowling, M. J., Roering, W. D., Carlin, B. A. & Wisnieski, J. (1996). Multifaceted Relationships Under Coopetition: Description and Theory. Journal of Management Inquiry, 5 (2), 155-167.
Eriksson, P. E. (2010). Partnering: what is it, when should it be used, and how should it be implemented? Construction Management and Economics, 28 (9), 905-917.
Faems, D., Janssens, M. & Van Looy, B. (2010). Managing the co-operation- competition dilemma in R&D alliances: a multiple case study in the advanced materials industry. Creativity & Innovation Management, 19 (1), 3-22.
Gast, J., Filser, M., Gundolf, K. & Kraus, S. (2015). Coopetition research: Towards a better understanding of past trends and future directions. International Journal of Entrepreneurship and Small Business, 24 (4), 492-521.
Gnyawali, D., He, J. & Madhavan, R. (2008). Co-opetition: Promises and challenges. In: 21st century management: A reference handbook. Thousand Oaks, CA: SAGE Publications.
Gnyawali, D. & Park, B. (2011). Co-opetition between giants: Collaboration with competitors for technological innovation. Research Policy, 40 (5), 650-663.
Kossyva, D., Sarri, K. & Georgopoulos, N. (2014). Co-Opetition: a Business Strategy for SMEs in Times of Economic Crisis. South-Eastern Europe Journal of Economics, 1 (1), 89-106.
Luo, Y. (2007). A coopetition perspective of global competition. Journal of World Business, 31 (1), 129-144.
Lou, X., Slotegraaf, R. & Pan, X. (2006). Cross-functional coopetition: the simultaneous role of cooperation and competition within firms. Journal of Marketing, 70 (2), 67–80.
Mariani, M. (2007). Coopetition as an emergent strategy. International Studies of Management & Organization, 37 (2), 97-126.
Padula, G. & Dagnino, G. (2007). Untangling the Rise of Coopetition: The Intrusion of Competition in a Cooperative Game Structure. International Studies of Management and Organization, 37 (2), 32-52.
Pellegrin-Boucher, E., Le Roy, F. & Gurău, C. (2013). Coopetitive strategies in the ICT sector: typology and stability. Technology Analysis & Strategic Management, 25 (1), 71-89.
Peng, T. & Bourne, M. (2009). The coexistence of competition and cooperation between networks: implications from two Taiwanese healthcare networks. British Journal of Management, 20 (3), 377–400.
Quintana-García, C. & Benavides-Velasco, C. A. (2004). Cooperation, Competition, and in- novative capability: A panel data of European dedicated biotechnology firm. Technovation, 24 (12), 927-938.
Ritala, P. (2009). Is coopetition different from cooperation? The impact of market rivalry on value creation in alliances. International Journal of Intellectual Property Management, 3 (1), 39-55.
Ritala, P., Golnam, A. & Wegmann, A. (2014). Coopetition-based business models: The case of Amazon.com. Industrial Marketing Management, 236–249.
Ritala, P. & Hurmelinna-Laukkanen, P. (2009). What’s in it for me? Creating and appropriating value in innovation-related coopetition. Technovation, 29 (12), 819-828.
Roy, P. & Yami, S. (2009). Managing strategic innovation through coopetition.. International Journal of Entrepreneurship and Small Business, 8 (1), 61–73.
Rusko, R. (2014). Mapping the perspectives of coopetition and technology-based strategic networks: A case of smartphone. Industrial Marketing Management, 43 (5), 801-812.
Velu, C. (2016). Evolutionary or revolutionary business model innovation through coopetition? The role of dominance in network markets. Industrial Marketing Management, 53 (1), 124-135.
Yin, R. )2003(. Case study research: Design and methods. Thousand Oaks, CA: Sage.
 
Journal of Business Management
Volume 11, Issue 3
2019
Pages 525-542

Files

Share

How to cite

Statistics