To assess the effects of co-opetition—simultaneous competition and collaboration—on competitive aggressiveness, this article relates one aspect of embeddedness—tie strength—to the volume and complexity of a firm’s competitive actions. Findings from our study of firms in the U.S. software industry suggest that strong ties increase the volume and complexity of competitive actions. Results also suggest that action volume is negatively related to the interaction between tie strength and both multimarket contact and resource similarity. However, results show that neither resource similarity nor multimarket contact did have direct or moderating effects on the relationship between tie strength and action complexity.
Ahuja, G. ( 2000). Collaboration networks, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly, 45, 425-455.
2.
Baker, D.D., & Cullen, J.B. ( 1993). Administrative reorganization and configurational context: The contingent effects of age, size, and change in size. Academy of Management Journal, 36, 1251-1277.
3.
Barney, J.B. ( 1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
4.
Baum, J.C., & Dutton, J.E. ( 1996). Introduction: The embeddedness of strategy. Advances in Strategic Management, 13, 1-15.
5.
Caves, R., & Porter, M.E. ( 1977). From entry barriers to mobility barriers. Quarterly Journal of Economics, 91, 241-261.
6.
Chen, M.-J. ( 1996). Competitor analysis and inter-firm rivalry: Toward a theoretical integration. Academy of Management Review, 21, 100-134.
7.
Chen, M.-J., & Miller, D. ( 1994). Competitive attack, retaliation and performance: An expectancy-valence framework. Strategic Management Journal, 15, 85-102.
Contractor, F. J., & Lorange, P. (Eds.). (1988). Cooperative strategies in international business. Lexington, MA: Lexington Books.
10.
Das, T.K., & Teng, B.S. ( 2000). A resource based theory of strategic alliances. Journal of Management, 26, 31-61.
11.
D’Aveni, R. ( 1994). Hypercompetition: Managing the dynamics of strategic maneuvering. New York, NY: Free Press.
12.
Dyer, J., & Singh, H. ( 1998). The relational view: Cooperative strategies and sources of interorganizational competitive advantage. Academy of Management Review, 23, 660-679.
13.
Feinberg, R.M. ( 1984). Mutual forbearance as an extension of oligopoly theory . Journal of Economics and Business, 36, 243-249.
14.
Ferrier, W.J. ( 2001). Navigating the competitive landscape: the drivers and consequences of competitive aggressiveness. Academy of Management Journal, 44, 858-877.
15.
Ferrier, W.J., Smith, K.G., & Grimm, C.M. ( 1999). The role of competitive action in market share erosion and industry dethronement: A study of industry leaders and challengers. Academy of Management Journal, 42, 372-388.
16.
Frenzen, J., & Nakamoto, K. ( 1993). Structure, cooperation, and the flow of market information . Journal of Consumer Research, 20, 360-375.
17.
Gimeno, J., & Woo, C.Y. ( 1996a). Economic multiplexity: The structural embeddedness of cooperation in multiple relations of interdependence. In P. Shrivastava, A. S. Huff, & J. E. Dutton (Eds.), Advances in strategic management (Vol. 13, pp. 323-361). Greenwich, CT: JAI Press.
18.
Gimeno, J., & Woo, C.Y. ( 1996b). Hypercompetition in a multimarket environment: The role of strategic similarity and multimarket contact in competitive de-escalation . Organization Science, 7, 322-341.
19.
Gnyawali, D.R., He, J., & Madhavan, R. ( 2006). Impact of coopetition on firm competitive behavior: An empirical examination. Journal of Management, 32, 507-530.
20.
Gnyawali, D.R., & Madhavan, R. ( 2001). Cooperative networks and competitive dynamics: A structural embeddedness perspective. Academy of Management Review, 26, 431-445.
21.
Granovetter, M.S. ( 1973). The strength of weak ties. American Journal of Sociology, 78, 1360-1380.
22.
Granovetter, M.S. ( 1982). The strength of weak ties: A network theory revisited . In P. V. Marsden & N. Lin (Eds.), Social structure and network analysis (pp. 105-130). Beverly Hills, CA: Sage.
23.
Granovetter, M.S. ( 1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91, 1360-1380.
24.
Greene, W.H. ( 1993.) Econometric analysis. New York, NY : Macmillan.
Gulati, R. ( 1995a). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38, 85-112.
27.
Gulati, R. ( 1995b). Social structure and alliance formation pattern: A longitudinal analysis. Administrative Science Quarterly, 40, 619-652.
28.
Gulati, R. ( 1998). Alliances and networks. Strategic Management Journal, 19, 293-317.
29.
Gulati, R. ( 1999). Network location and learning: The influence of network resources and firm capabilities an alliance formation. Strategic Management Journal, 20, 397-420.
30.
Gulati, R., & Gargiulo, M. ( 1999). Where do interorganizational networks come from? American Journal of Sociology, 104, 1439-1493.
31.
Gulati, R., Nohria, N., & Zaheer, A. ( 2000). Strategic networks. Strategic Management Journal, 21, 203-215.
32.
Hansen, M.T. ( 1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44, 82-111.
Hergert, M., & Morris, D. ( 1988). Trends in international collaborative agreements. In F. J. Contractor & P. Lorange (Eds.), Cooperative strategies in international business (pp. 205-226). Lexington, MA: Lexington Books.
35.
Hirschman, A.O. ( 1982). Rival interpretations of market society: Civilizing, destructive, or feeble?Journal of Economic Literature, 20, 1463-1484.
36.
Hsiao, C. ( 2003). Analysis of panel data. New York, NY: Cambridge University Press.
37.
Ireland, R.D., Hitt, M.A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28, 413-446.
38.
Jauch, L.R., Osborn, R.N., & Martin, T.N. ( 1980). Structured content analysis of cases: A complementary method for organizational research. Academy of Management Review, 5, 517-526.
39.
Jayachandran, S., Gimeno, J., & Varadarajan, P.R. (1999). The theory of multimarket competition: A synthesis and implications for marketing strategy. Journal of Marketing, 63, 49-66.
40.
Kale, P., Singh, H., & Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: Building relational capital . Strategic Management Journal, 21, 217-237.
41.
Khanna, T., Gulati, R., & Nohria, N. ( 1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19, 193-210.
42.
Kogut, B., Shan, W., & Walker, G. ( 1992). Competitive cooperation in biotechnology: Learning through networks? In N. Nohria & R. G. Eccles (Eds.), Networks and organizations: Structure, form, and action (pp. 348-365). Boston, MA: Harvard Business School Press.
43.
Kraatz, M.S. ( 1998). Learning by association? Interorganizational networks and adaptation to environmental change. Academy of Management Journal, 41, 621-643.
44.
Krackhardt, D. ( 1992). The strength of strong ties: The importance of philos in organizations. In N. Nohria & R. G. Eccles (Eds.), Networks and organizations: Structure, form, and action (pp. 216-239). Boston, MA: Harvard Business School Press.
45.
Larson, A. ( 1992). Network dyads in entrepreneurial settings: A study of the governance of exchange processes. Administrative Science Quarterly, 37, 76-104.
46.
Madhavan, R., Koka, B., & Prescott, J.E. (1998). Networks in transition: How industry events (re)shape inter-firm relationships. Strategic Management Journal, 19, 439-459.
47.
McEvily, B., & Zaheer, A. ( 1999). Bridging ties: A source of firm heterogeneity in competitive capabilities. Strategic Management Journal, 20, 1133-1156.
48.
Miller, D., & Chen, M.-J. ( 1996). The simplicity of competitive repertoires: An empirical analysis. Strategic Management Journal, 17, 419-440.
Nohria, N. ( 1992). Is a network perspective a useful way of studying organizations? In N. Nohria & R. Eccles (Eds.), Networks and organizations: Structure, form and action (pp. 1-22). Boston, MA: Harvard Business School Press.
51.
Nohria, N., & Garcia-Pont, C. (1991). Global strategic linkages and industry structure. Strategic Management Journal, 12, 105-124.
52.
Parise, S., & Henderson, J.C. (2001). Knowledge resource exchange in strategic alliances. IBM Systems Journal, 40, 908-924.
53.
Park, S.H. ( 1996). Managing an interorganizational network: A framework of the institutional mechanism for network control. Organization Studies, 17, 795-824.
54.
Park, S.H., & Ungson, G.R. ( 1997). The effect of national culture organizational complementarity and economic motivation on joint venture dissolution. Academy of Management Journal, 40, 279-307.
55.
Parkhe, A. ( 1993). Strategic alliance structuring: A game theoretic and transaction cost examination of inter-firm cooperation. Academy of Management Journal, 36, 794-829.
56.
Perreault, W.D., Jr. , & Leigh, L.E. (1989). Reliability of nominal data based on qualitative judgments. Journal of Marketing Research, 26, 135-148.
57.
Peteraf, M.A. ( 1993a). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14, 179-191.
58.
Peteraf, M.A. ( 1993b). Intraindustry structure and response toward rivals. Managerial and Decision Economics, 14, 519-528.
59.
Porter, M.E. ( 1976). Interbrand choice, strategy, and bilateral market power . Cambridge, MA: Harvard University Press.
60.
Porter, M.E. ( 1980). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: Free Press.
61.
Powell, W.W. ( 1990). Neither market nor hierarch: Network forms of organization . In B. Staw & L. L. Cummings (Eds.), Research in organizational behavior (pp. 295-336). Greenwich, CT: JAI Press.
62.
Powell, W.W., & Brantley, P. ( 1992). Competitive cooperation in biotechnology learning through networks? In N. Nohria & R. Eccles (Eds.), Networks and organizations: Structure, form and action (pp. 366-394). Boston, MA: Harvard Business School Press.
63.
Reingen, P.H. ( 1994). Review of structural holes: The social structure of competition . Journal of Marketing, 58, 152-154.
64.
Rindfleisch, A., & Moorman, C. ( 2001). The acquisition and utilization of information in new product alliances: A strength-of-ties perspective. Journal of Marketing, 65, 1-18.
65.
Rowley, T., Behrens, D., & Krackhardt, D. (2000). Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management Journal, 21, 369-386.
66.
Rumelt, R.P. ( 1974). Strategy, structure, and economic performance. Boston, MA: Harvard Business School Press.
67.
Scherer, F.M., & Ross, D. ( 1990). Industrial market structure and economic performance . Boston, MA: Houghton-Mifflin.
68.
Uzzi, B. ( 1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61, 674-698.
69.
Uzzi, B. ( 1997). Social structure and competition in inter-firm networks: The paradox of embeddedness. Administrative Science Quarterly , 42: 35-67.
70.
Uzzi, B. ( 1999). Embeddedness in the making of financial capital: How social relations and networks benefit firms seeking financing. American Sociological Review, 64, 481-505.
71.
Wernerfelt, B. ( 1984). A resource-based view of the firm. Strategic Management Journal, 5, 171-180.
72.
Young, G., Smith, K.G., & Grimm, C.M. ( 1996). "Austrian" and industrial organization perspectives on firm-level competitive activity and performance. Organization Science, 7, 243-254.
73.
Young, G., Smith, K.G., Grimm, C.M., & Simon, D. ( 2000). Multimarket contact and resource dissimilarity: A competitive dynamics perspective. Journal of Management, 26, 1217-1236.
74.
Zukin, S., & DiMaggio, P. ( 1990). Structures of capital: The social organization of the economy. Cambridge, England: Cambridge University Press.
