ABSTRACT
In the early 2000s, the term coopetition was seized by academics, and it became a concept. Since then, interest in coopetition has continued to grow in strategic management and beyond into other disciplines and sciences. Coopetition offers various benefits to develop radical and incremental innovation. This chapter argues that the only way of addressing contemporary challenges that is beneficial to all involved firms and to customers is coopetition. It also presents an overview of the key concepts discussed in the subsequent chapters of this book. The book provides an overview of coopetition roots and argues that micro-level-oriented theories have major potential to advance future coopetition theory. It develops a dynamic interplay model of value creation and appropriation in coopetition that examines the roles and relationships of these two processes. The book analyzes the resulting tensions and suggests ways to manage those efficiently in coopetitive projects.
