Designing coopetition for radical innovation: An experimental study of managers' preferences for developing self-driving electric cars—Czakon, 2020
The core idea of this research is that managers may foster an environment conducive to radical innovation in the workplace. In particular, the strategic alternative of generating radical innovation in partnership with direct competitors presents chances otherwise unavailable. By conducting an experimental investigation of coopetition design for radical innovation, we are able to delve into its cognitive foundations. In total, 160 managers have contributed 5760 discrete choices. Based on their responses, a choice-based conjoint analysis is conducted to uncover utilities associated with coopetition-shaping decisions in a radical innovation project (using a scenario of self-driving/electric vehicles produced by VW, Daimler, or Tesla). In order to learn about managers' preferences in coopetition design for disruptive innovation, we employ Hierarchical Bayes Multinomial Logit Regression to test four hypotheses. Our research shows that networks that are coopetition-friendly, have formal governance, and are built on extensive information sharing are the most successful. Market uncertainty does not appear to have a major impact on the design of coopetition for radical innovation, which runs counter to the findings of the aforementioned body of work.
Czakon, W., Niemand, T., Gast, J., Kraus, S., & Frühstück, L. (2020). Designing coopetition for radical innovation: An experimental study of managers' preferences for developing self-driving electric cars. Technological Forecasting and Social Change, 155, 119992. https://doi.org/10.1016/j.techfore.2020.119992
