Coopetitive tensions across project phases: A paradox perspective

Coopetition is a paradoxical phenomenon that encapsulates the dynamic interplay between cooperation and competition. Management of tensions, inherent in coopetitive relationships, is a success factor for this type of collaboration. Previous research has extensively examined management of tensions in the implementation phase of coopetitive innovation projects but has paid little attention to the dynamics of these tensions across different project phases. This gap is disconcerting since the innovation management literature recognizes the fuzziness and uncertainty of the pre-project phase as critical to the continuity of an innovation project. We argue that differences between project phases are likely to affect tensions, and qualitatively investigate their nature and management in the pre-project and implementation phases. The findings indicate that companies in mature industries often experience strong intra-organizational tensions during the pre-project phase due to performing and organizing paradoxes. These tensions may harm companies' participation in projects and need to be handled by a working-through strategy at the company level. In contrast, inter-organizational tensions are identified as the dominant type of tensions during the project implementation phase due to performing, organizing and learning paradoxes. Inter-organizational tensions need to be addressed by working-through strategy, splitting-and-integration strategy or a combination of the two strategies, respectively.