PurposeGuided by a relational, stakeholder perspective of resource-based theory, the purpose of the current investigation is to help unpack the complexity of the performance-enhancing nature of coopetition for international entrepreneurs, namely the interplay between collaboration and competition. The context features under-resourced wine producers owned and managed by entrepreneurs that have implemented an internationalised business model. The focus of the study involves the influence of a “competitor orientation”, namely when decision-makers understand the short-term strengths, weaknesses, long-term capabilities and strategies of key current and potential rivals.Design/methodology/approachData collection primarily featured semi-structured interviews with owner-managers of wine-producing firms in New Zealand that reflected heterogeneity amongst international entrepreneurs' strategies targeting different product markets within their respective business models. Secondary data were also collected where possible. Specifically, interviewees' firms exhibited different portfolios involving wine sales (with varying export intensities) together with augmented sales of tourism-related products/services focussed on the domestic market.FindingsCoopetition activities amongst international entrepreneurs varied; i.e. influenced by respective owner-managers' competitor orientations. Illustrations of different decision-makers' business models within a 2 × 2 matrix feature those with a low- or high-export intensity, together with a narrow or augmented product portfolio. Internationalising entrepreneurs' perceptions varied regarding the extent to which their respective business model was oriented towards local cluster-based domestic tourism with limited export sales, as opposed to those with national and more importantly international wine sales. Possessing and acting upon relevant knowledge manifested in which competitors international entrepreneurs collaborated with and the extent to which this took place across product-market strategies. In turn, this enabled particular decision-makers to exhibit flexibility; hence, entrepreneurs enter and exit certain markets together with changing export intensities, as varying opportunities were identified and exploited.Originality/valueAlthough the performance-enhancing nature of coopetition is largely established in prior literature, the complexity of that relationship remains relatively under-researched, not least, amongst international entrepreneurs. More specifically, the extent to which decision-makers that are engaged in coopetition exhibit a competitor orientation remains under-researched. Unique insights feature a 2 × 2 matrix in order to provide originality regarding international entrepreneurs' respective product-market strategies within their business models that are underpinned by varying coopetition relationships and competitor orientations.

中文翻译：

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竞争与国际创业：竞争者导向的影响

目的在基于资源的理论的关系利益相关者视角的指导下，当前调查的目的是帮助解开国际企业家合作竞争的绩效增强性质的复杂性，即合作与竞争之间的相互作用。该背景以实施国际化商业模式的企业家拥有和管理的资源不足的葡萄酒生产商为特色。该研究的重点涉及“竞争对手导向”的影响，即决策者了解当前和潜在关键竞争对手的短期优势、劣势、长期能力和战略。设计/方法/方法数据收集主要包括对新西兰葡萄酒生产公司所有者经理的半结构化访谈，这反映了国际企业家针对各自商业模式中不同产品市场的战略之间的异质性。在可能的情况下还收集了二手数据。具体而言，受访公司展示了不同的投资组合，包括葡萄酒销售（出口强度不同）以及针对国内市场的旅游相关产品/服务的增加销售。调查结果国际企业家之间的合作活动各不相同；即受各自所有者-经理的竞争对手定位的影响。不同决策者的插图 2 × 2 矩阵中的商业模式具有低或高出口强度的商业模式，以及狭窄或增强的产品组合。国际化企业家的看法各不相同，他们各自的商业模式在多大程度上是针对出口销售有限的本地集群国内旅游，而不是那些国内更重要的国际葡萄酒销售。拥有相关知识并根据相关知识采取行动，这些知识体现在与竞争对手国际企业家合作的情况以及这种情况在产品市场战略中发生的程度。反过来，这使特定的决策者能够表现出灵活性；因此，随着各种机会的发现和利用，企业家随着出口强度的变化进入和退出某些市场。独创性/价值虽然合作竞争的绩效增强性质在以前的文献中已基本确立，但这种关系的复杂性仍然相对缺乏研究，尤其是在国际企业家中。更具体地说，参与竞合的决策者在多大程度上表现出竞争者导向的研究仍然不足。独特的见解以 2 × 2 矩阵为特征，以便为国际企业家在其商业模式中各自的产品市场策略提供独创性，这些策略由不同的竞合关系和竞争者定位支撑。在国际企业家中。更具体地说，参与竞合的决策者在多大程度上表现出竞争者导向的研究仍然不足。独特的见解以 2 × 2 矩阵为特征，以便为国际企业家在其商业模式中各自的产品市场策略提供独创性，这些策略由不同的竞合关系和竞争者定位支撑。在国际企业家中。更具体地说，参与竞合的决策者在多大程度上表现出竞争者导向的研究仍然不足。独特的见解以 2 × 2 矩阵为特征，以便为国际企业家在其商业模式中各自的产品市场策略提供独创性，这些策略由不同的竞合关系和竞争者定位支撑。