Purpose

This conceptual paper uses the resource-based theory (RBT) of the firm to argue that for competitors to improve their innovation through a cooperative relationship – coopetitive relationship – they need to work on building a stable relationship with each other by investing a special type of resources, namely locked-in resources.

Design/methodology/approach

The authors draw on RBT criteria to argue that when the antecedent – the locked-in resources – and the mediator – the relationship stability – are valuable, rare, inimitable and organized (VRIO), they will help the parties involved achieve sustained competitive advantage from the coopetitive relationship.

Findings

This paper argues that locked-in resources lead to higher coopetitive relationship stability by reducing the impact of opportunistic behavior from any of the partners. More stable relationship leads to more innovations especially radical innovations. In addition, the nature of the industry plays a moderating role. The industry's competitive intensity affects the relationship between locked-in resources and relationship stability. The industry's age affects the relationship between stability and innovation quantity and type.

Research limitations/implications

This conceptual paper anchors its arguments within the RBT related to the firm's strategic resources (VRIO) characteristics and applies the same arguments (VRIO) beyond the firm level to the coopetitive relationship level. The model invites researchers and practitioners to consider two new constructs namely locked-in resources and coopetitive relationship stability in order to build successful coopetitive relationships.

Practical implications

This paper contributes considerably and in a practical manner to managers as it draws their attention to the importance of investing a special type of resources, namely locked-in resources and ensuring the relationship stability with their coopetitors to achieve the desired outcome. It also draws the managers' attention to the impact industry's competitive intensity and industry's age have on the quality of the relationship and on the innovation outcomes.

Originality/value

A distinct contribution of this conceptual paper is the introduction of two new constructs: locked-in resources and coopetitive relationship stability. Locked-in resources are valuable within the coopetitive relationship and they improve the second construct or relationship stability. Relationship stability is different from relationship strength as it leads to more trust between partners over longer periods of time.

中文翻译：

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锁定资源，竞争关系的稳定与创新

目的

本概念文件使用公司的基于资源的理论（RBT）来论证，对于竞争者来说，通过合作关系（竞争关系）来改善他们的创新，他们需要通过投资一种特殊类型的合作伙伴来建立彼此之间的稳定关系。资源，即锁定资源。

设计/方法/方法

作者根据RBT标准辩称，当先决条件–锁定资源–和调解者–关系稳定–有价值，稀有，独特和有组织（VRIO）时，它们将帮助有关各方从以下方面获得持续的竞争优势：竞争关系。

发现

本文认为，锁定资源可以通过减少任何合作伙伴的机会主义行为的影响来提高竞争关系的稳定性。更加稳定的关系会导致更多的创新，尤其是激进的创新。此外，行业性质起着适度的作用。行业的竞争强度影响锁定资源与关系稳定性之间的关系。行业的年龄影响稳定性与创新数量和类型之间的关系。

研究局限/意义

该概念文件将其论点锚定在与公司战略资源（VRIO）特征相关的RBT内，并将相同的论点（VRIO）应用于公司级别以外的竞争关系级别。该模型邀请研究人员和从业人员考虑两种新的结构，即锁定资源和竞争关系的稳定性，以建立成功的竞争关系。

实际影响

本文向管理者提供了切实可行的帮助，因为它提请他们注意投资一种特殊类型的资源（即锁定资源）并确保与合作伙伴的关系稳定以实现预期结果的重要性。它还提请管理者注意行业的竞争强度和行业的年龄对关系质量和创新成果的影响。

创意/价值

该概念文件的独特贡献是引入了两种新的结构：锁定资源和竞争关系的稳定性。锁定的资源在竞争关系中很有价值，它们可以改善第二种结构或关系的稳定性。关系稳定性与关系强度不同，因为关系稳定性会在更长的时间内导致伙伴之间更多的信任。