Opportunism Sanctions in Diverse and International Co‐Opetition: The Case of French Boating Companies

• Author: Jean‐Sébastien Lacam
• Published date: 01 May 2018
• Date: 01 May 2018
• DOI: http://doi.org/10.1002/tie.21899

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Published online in Wiley Online Library (wileyonlinelibrary.com)

© 2017 Wiley Periodicals, Inc. • DOI: 10.1002/tie.21899

Correspondence to: Jean-Sébastien Lacam, ESSCA, School of Management, 1 rue Lakanal – BP 40348, 49003 Angers cedex 01 France, 02.41.73.47.47 (phone),

02.41.73.47.48 (fax), Jean-sebastien.lacam@essca.fr

Opportunism

Sanctions in Diverse

and International

Co-Opetition: The

Case of French Boating

Companies

By

Jean-Sébastien Lacam

There are many  rms that now engage in co-opetition projects, during which they have relationships

with competitors that are simultaneously competitive and collaborative, in order to combine the

advantages of both positions. However, co-opetition remains a risky strategy because of the oppor-

tunistic intentions of some of the participants. This study asks this original question: does the threat

of opportunism grow with the scope of a co-opetition project? To answer this question, an empirical

study of 106 French boating companies offers a descriptive and explanatory analysis of co-opetition

and opportunism. The results of the study indicate that extended co-opetition in several markets is par-

ticularly associated with the preparation and deployment of sanctions to deter opportunistic tenden-

cies in co-opetitors. During co-opetition,  rms are more vigilant in maintaining a competitive balance,

particularly when the collective project environment is a complex one. © 2017 Wiley Periodicals, Inc.

RESEARCH ARTICLE