Connecting the dots: Coopetition, its Determinants and Influence on Business Model Renewal

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2018-10-22
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en
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This thesis investigates the determinants and antecedents of coopetition and its influence on business model renewal. Building on theory on radical technological change, resource-based view and adaptation theory, this research seeks to explain to what extent the number of coopetitions in which a firm engages influences the adoption of a rather new business model, Software as a Service (SaaS). Furthermore, it will be investigated to what extent coopetition is determined by the R&D expenditures of a firm (motivation) and the number of patents a firm applies (ability), and how this mediation might be moderated by a CEO’s regulatory focus (prevention and promotion focus). This study draws on a sample consisting of 50 of the worldwide largest software providers in the year 2012 and regards their success in business model renewal for two points in time. The results of several multiple regression analyses indicate that coopetition indeed has a significant positive effect on the success within a new business model, both on a short and on a long term. These effects remain significant when the number of coopetitions was used as a mediator between the success of business model renewal and both ability and motivation. Whereas a higher motivation was significantly directly related to a higher success of business model renewal for both years, ability did not show such a significant direct effect. As neither a CEO’s prevention focus, nor a CEO’s promotion focus was correlated with the number of coopetitions and since the regression analysis did not show any significant correlations, there appeared to be no significant moderation effect between ability and motivation and a CEO’s regulatory focus.
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Faculteit der Managementwetenschappen
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