Knowledge development through co-opetition : a case study of a Japanese foreign subsidiary and its local suppliers

Fok Loi, Jacky HONG; Robin Stanley SNELL

doi:10.1016/j.jwb.2015.03.003

Knowledge development through co-opetition : a case study of a Japanese foreign subsidiary and its local suppliers

Fok Loi, Jacky HONG, Robin Stanley SNELL

Department of Management

Research output: Journal Publications › Journal Article (refereed) › peer-review

37 Citations (Scopus)

Abstract

Based on qualitative interviews with members of a focal firm located in China and five of its local supplier firms, and on non-participant observations of focal firm-supplier transactions, we identify the cooperative and competitive routines that were managed and orchestrated by the focal firm and contributed to local knowledge development through Yin-Yang dynamics. Harnessed together in Yin-Yang dynamics, these two contradictory yet complementary and mutually transformative routines drove and supported core suppliers' active contributions to new knowledge development while challenging them to remain close to the focal firm.

Original language	English
Pages (from-to)	769-780
Number of pages	12
Journal	Journal of World Business
Volume	50
Issue number	4
DOIs	https://doi.org/10.1016/j.jwb.2015.03.003
Publication status	Published - Oct 2015

Keywords

China
Co-opetition
Japanese MNCs
Knowledge creation
Routines
Yin-Yang

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10.1016/j.jwb.2015.03.003

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abstract = "Based on qualitative interviews with members of a focal firm located in China and five of its local supplier firms, and on non-participant observations of focal firm-supplier transactions, we identify the cooperative and competitive routines that were managed and orchestrated by the focal firm and contributed to local knowledge development through Yin-Yang dynamics. Harnessed together in Yin-Yang dynamics, these two contradictory yet complementary and mutually transformative routines drove and supported core suppliers' active contributions to new knowledge development while challenging them to remain close to the focal firm.",

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N2 - Based on qualitative interviews with members of a focal firm located in China and five of its local supplier firms, and on non-participant observations of focal firm-supplier transactions, we identify the cooperative and competitive routines that were managed and orchestrated by the focal firm and contributed to local knowledge development through Yin-Yang dynamics. Harnessed together in Yin-Yang dynamics, these two contradictory yet complementary and mutually transformative routines drove and supported core suppliers' active contributions to new knowledge development while challenging them to remain close to the focal firm.

AB - Based on qualitative interviews with members of a focal firm located in China and five of its local supplier firms, and on non-participant observations of focal firm-supplier transactions, we identify the cooperative and competitive routines that were managed and orchestrated by the focal firm and contributed to local knowledge development through Yin-Yang dynamics. Harnessed together in Yin-Yang dynamics, these two contradictory yet complementary and mutually transformative routines drove and supported core suppliers' active contributions to new knowledge development while challenging them to remain close to the focal firm.

KW - China

KW - Co-opetition

KW - Japanese MNCs

KW - Knowledge creation

KW - Routines

KW - Yin-Yang

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DO - 10.1016/j.jwb.2015.03.003

M3 - Journal Article (refereed)

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SP - 769

EP - 780

JO - Journal of World Business

JF - Journal of World Business

IS - 4

ER -

Knowledge development through co-opetition : a case study of a Japanese foreign subsidiary and its local suppliers

Abstract

Keywords

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