COOPETITION: INFLUENCE ON INTRA.FIRM SOCIAL CAPITAL AND PERFORMANCE

摘要

Social network and social capital theories have been explored in many disciplines, but only recently have these theories been applied to inter-firm and intra-firm contexts. This study proposes a theoretical model that explores how a marketing manager's coopetition influences his or her social capital, social network, and performance with three functions: sales, logistics, and operations. Marketing and sales functions often experience difficulty integrating due to divergent thought worlds. Similarly, logistics and operations are functions highlighted in the literature to have difficulties integrating with demand functions such as marketing. The proposed model suggests that a manager's levels of cooperation and competition influence their social network and social capital, ultimately influencing both innovation-oriented and execution-oriented performance of the individual and function. Contrary to most integration literature, it is proposed that 100% or full cooperation is not always optimal for building social capital, building a strong network, or for optimizing performance and integration. Instead, a manager's cooperation and competition may produce a healthy tension that builds social capital, the network they are embedded in, and that influences integration and performance. The managerial implications will help influence managerial strategies such as shared metrics, competitive games, based on the type of performance outcome, either routine, day-to-day tasks or innovative oriented tasks.