Harvard Business Review

JULY 1, 2014

Such “co-opetition” will require leaders to maintain a difficult dual perspective – rivals must be simultaneously seen as both vital partners and market threats. But hierarchies are flattening as power moves away from top internal management and toward employees and a proliferation of external stakeholders.

Co-Opetition 17

Co-Opetition McClelland Leadership Emotional Intelligence 17

Harvard Business Review

APRIL 28, 2015

That’s because even after they determine the right ways to use information to delight their customers, managers must address one equally important challenge. They must update decades-old management systems so they can embrace new digital opportunities. Where we land is firmly in the face of a management paradox.

Business Model 8

Business Model System Management Supply Chain 8

Harvard Business Review

APRIL 6, 2016

Two companies transfer selected similar assets into a joint venture in order to support the orderly management of capacity in their industry and reduce the risk of prices spiraling downward. Benefits and risks of co-opetition. Model 3: Joint venture of similar assets. Dual asymmetrical joint venture.

Co-Opetition 8

Co-Opetition Operations Cost Cooper 8

Harvard Business Review

FEBRUARY 10, 2014

From the WordPerfect-Novell acquisition that led to bankruptcy, to the misfires of the Target-Neiman holiday experiment, it’s clear that despite the plethora of management literature on how to launch a successful partnership, collaborations often go bust. As management professors Adam M. There [are] lots of co-opetitions.”.

Co-Opetition 10

Co-Opetition Nalebuff Licensing Cooper 10