A New Era of Coopetition Research


Special issue of Industrial Marketing Management; Deadline 1 Dec 2023

POSTING TYPE: Calls: Journals

Author: Maja Arslanagić-Kalajdžić


Call for Papers

A New Era of Coopetition Research

Overview and purpose of the special issue

Coopetition is “a paradoxical relationship between two or more actors, regardless of whether they are involved in horizontal or vertical relationships, simultaneously in cooperative and competitive interactions” (Bengtsson & Kock, 2014, p. 180). In other words, coopetition is a business-to-business marketing strategy that surrounds rivals working together (in formal and/or informal ways) for mutually-beneficial outcomes, such as learning how to survive and grow within their sectors, acquiring vital equipment, creating value for their customers, and adapting their business models to respond to changes within their industries (Ritala, 2012; Bengtsson & Raza-Ullah, 2016; Felzensztein et al., 2018; Gnyawali & Ryan-Charleton, 2018; Crick et al., 2022).

Over time, the wider business-to-business marketing community has advanced knowledge pertaining to the dimensions, drivers, outcomes, and boundary conditions of coopetition activities (Bengtsson & Kock, 2000; Tidström, 2014; Czakon & Czernek, 2016; Bouncken et al., 2018; Granata et al., 2018; Gernsheimer et al., 2021; Munten et al., 2021; Crick, 2022). That is, theoretical and practical insights have emerged on the advantages and disadvantages of organisations cooperating with their competitors. For instance, earlier investigations have shown that while coopetition might positively influence firm performance, there could be a diminishing-returns effect at play, together with moderating factors that help or hinder these consequences from occurring (Crick, 2019; Crick & Crick, 2021).

While there has been a surge of research, there are notable under-studied issues related to coopetition. As such, this special issue of Industrial Marketing Management seeks to publish a collection of articles that propel coopetition-based research into a new era. As the premier business-to-business marketing journal, this is an ideal forum to host pertinent discussions that develop scholarly and practical knowledge featuring rigor and relevance involving coopetition. Indeed, the guest editors welcome submissions using a variety of methodologies (i.e., qualitative, quantitative, and mixed-methods research designs), coupled with conceptual papers. Furthermore, it would be especially interesting if authors conduct research in novel empirical contexts and undertake cross-country comparisons.

In short, this special issue is designed to be a pivotal milestone (building upon the 2014 special issue and the 2016 special section of Industrial Marketing Management) for strengthening research on coopetition.

Sample topics

The following topics are some suggested areas that align with the themes of this special issue (albeit this is by no means an exhaustive list):

  • Conceptual issues associated with coopetition
  • Contextualising coopetition within the business-to-business marketing domain
  • Methodological factors pertaining to coopetition
  • Managing coopetition strategies in turbulent business-to-business marketing settings
  • Unpacking the drivers and outcomes of coopetition activities
  • The potential dark-sides of coopetition as business-to-business marketing networks
  • Coopetition strategies in an international arena
  • Coopetition within companies
  • Entrepreneurial marketing strategies associated with coopetition

Preparation and submission of papers and the review process

Papers that are submitted must not have been published, accepted for publication, or are presently under consideration for publication elsewhere. Submissions should be about 6,000 – 8,000 words in length. Copies should be uploaded on Industrial Marketing Management’s homepage through the editorial management system. Papers not complying with the notes for contributors or are poorly-written will be desk-rejected. Suitable papers will be subjected to a double-blind review process. Consequently, authors must not identify themselves in the body of their papers. Manuscripts that are within the scope of the special issue (as described above), and are deemed to have a reasonable chance of conditional acceptance after no more than two rounds of revisions, will enter the review process.

Important dates

  • Submission opens: October 1, 2023
  • Deadline for submission: December 1, 2023

Guest editors

  • Dr James M. Crick (School of Business, University of Leicester, United Kingdom)
  • Professor David Crick (Telfer School of Management, University of Ottawa, Canada)


Bengtsson, M., & Kock, S. (2000). Coopetition in business networks: To cooperate and compete simultaneously. Industrial Marketing Management, 29(5), 411-426.

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. (2016). A systematic review of research on coopetition: Toward a multi-level understanding. Industrial Marketing Management, 57(1), 23-39.

Bouncken, R.B., Fredrich, V., Ritala, P., & Kraus, S. (2018). Coopetition in new product development alliances: Advantages and tensions for incremental and radical innovation. British Journal of Management, 29(3), 391-410.

Crick, J.M. (2019). Incorporating coopetition into the entrepreneurial marketing literature: Directions for future research. Journal of Research in Marketing and Entrepreneurship, 21(1), 19-36.

Crick, J.M. (2022). Does competitive aggressiveness negatively moderate the relationship between coopetition and customer satisfaction performance? Journal of Strategic Marketing (forthcoming).

Crick, J.M., & Crick, D. (2021). Rising up to the challenge of our rivals: Unpacking the drivers and outcomes of coopetition activities. Industrial Marketing Management, 96(1), 71-85.

Crick, J.M., Karami, M., & Crick, D. (2022). Is it enough to be market-oriented? How coopetition and industry experience affect the relationship between a market orientation and customer satisfaction performance. Industrial Marketing Management, 122(1), 62-75.

Czakon, W., & Czernek, K. (2016). The role of trust-building mechanisms in entering into network coopetition: The case of tourism networks in Poland. Industrial Marketing Management, 57(1), 64-74.

Felzensztein, C., Gimmon, E., & Deans, K.R. (2018). Coopetition in regional clusters: Keep calm and expect unexpected changes. Industrial Marketing Management, 69(1), 116-124.

Gernsheimer, O., Kanbach, D.K., & Gast, J. (2021). Coopetition research: A systematic literature review on recent accomplishments and trajectories. Industrial Marketing Management, 96(1), 113-134.

Gnyawali, D.R., & Ryan-Charleton, T. (2018). Nuances in the interplay of competition and cooperation: Towards a theory of coopetition. Journal of Management, 44(7), 2511-2534.

Granata, J., Lasch, F., Le Roy, F., & Dana, L-P. (2018). How do micro-firms manage coopetition? A study of the wine sector in France. International Small Business Journal, 36(3), 331-355.

Munten, P., Vanhamme, J., Maon, F., Swaen, V., & Lindgreen, A. (2021). Addressing tensions in coopetition for sustainable innovation: Insights from the automotive industry. Journal of Business Research, 136(1), 10-20.

Ritala, P. (2012). Coopetition strategy – when is it successful? Empirical evidence on innovation and market performance. British Journal of Management, 23(3), 307-324.

Tidström, A. (2014). Managing tensions in coopetition. Industrial Marketing Management, 43(2), 261-272.