Multifaceted Relationships Under Coopetition

Abstract

This article examines a growing form of interorganizational "multifaceted" relationship under "coopetition," where a buyer, supplier, and/or partner is also a competitor. We first describe different types of such relationships and the strategic dilemmas they present. Then, using resource dependence and transaction cost theories, we consider the antecedent conditions for the formation of such relationships and discuss strategies for dealing with them. Finally, we consider questions for further study of these types of arrangements.