Coopetition approaches: the role of goal congruity and lifecycle stage of start-ups

Purpose This study aims to explore how variations in goal congruity and lifecycle stages influence start-ups’ approaches to coopetition and how these factors shape their strategies for competing and cooperating with rivals. Design/methodology/approach Using industrial network and interaction approach, this paper analysed interview data from 32 key informants from technology-based start-ups, and identified four distinct approaches to coopetition. Findings The findings reveal that while shared goals facilitate start-ups’ openness to coopete and share knowledge, this potential develops into a relational approach as coopetition is sustained over time. Conversely, without shared goals, start-ups either adopt a transactional approach to coopetition or choose not to coopete at all. These approaches also depend on the venture’s stage of life – growth/maturity versus early stage – with growing, mature start-ups associated with a relational approach or no coopetition, while early-stage start-ups are linked to potential coopetition and knowledge exchange over the long term or a transactional approach. Originality/value This paper advances the business network literature by developing a model that explains how shared goals and a venture’s lifecycle influence approaches to coopetition in new ventures.