코피티션(Coopetition)의 유형별 동태적 진화와 관리 요인에 관한 비교 연구

초록

As industrial boundaries blur due to the Fourth Industrial Revolution and technological convergence, coopetition strategy-simultaneously pursuing competition and cooperation between firms-becomes increasingly important. To overcome the limitations of prior coopetition research, which has largely been confined to single case studies, this study applies a multiple case study methodology to comparatively analyze the dynamic evolutionary processes and management factors of coopetition. To this end, coopetition was classified into three types based on industry characteristics, and representative cases were cross-compared: Type A (traditional horizontal coopetition; Samsung-Sony S-LCD case), Type B (convergence-based vertical-horizontal hybrid coopetition; Samsung-Apple case), and Type C (platform ecosystem-based vertical coopetition; SAP-Oracle IT ecosystem case). The findings confirm that coopetition shifts from an initial focus on value creation (cooperation) to a mid-to-late stage focus on value appropriation (competition), leading to asymmetric performance outcomes. Further, the mechanisms for the stable maintenance and dissolution of coopetition exhibited distinct differences across the types, depending on the dynamic balance between partners, the utilization patterns of smart power (hard power and soft power), and dynamic capabilities. Specifically, Type A demonstrated an amicable dissolution based on soft power, Type B showed an unstable persistence driven by hard power deterrence, and Type C exhibited a gradual partner substitution through structural lock-in. Based on this cross-case analysis, the study derived seven theoretical propositions regarding the evolution, performance, and management mechanisms of coopetition.

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