The relationship between coopetition strategies and company performance under different levels of competitive intensity, market dynamism, and technological turbulence

While coopetition (cooperation among competitors) is expected to increase company performance, environmental factors could de-stabilise such consequences. Specifically, volatile external forces might impose challenges surrounding how firms collaborate with their industry rivals, leading to negative impacts on their performance. As such, under the wider elements of resource-based theory (considering the macro-level environment and relational issues), our study evaluates the connection between coopetition strategies and company performance under different levels of competitive intensity, market dynamism, and technological turbulence. We acquired survey responses from 262 firms throughout the United States (operating across multiple sectors). After addressing several robustness checks, we employed an ordinary least squares regression analysis to test the components of our conceptual framework. Our results highlighted that although coopetition strategies drove company performance, this link was positively moderated by competitive intensity and technological turbulence, but was not influenced by market dynamism. Thus, we have provided stronger (i.e., counter-intuitive) evidence on how different macro-level environmental forces variably affect the performance outcomes of these businessto-business (B2B) marketing networks. Likewise, we have offered improved insights on the broader themes of the resource-based view, whereby, some decision-makers cooperate with their competitors to operate successfully in unpredictable market settings.