Coopetition and innovation performance: a network orchestration perspective

Purpose As the hierarchy of innovation networks is relatively ambiguous, the impact of coopetition on innovation performance remains inconclusive. This paper investigates the effect of coopetition on a firm’s innovation performance in an innovation network, as well as the moderating effect of network orchestration. Design/methodology/approach Using a sample of 250 Chinese firms in the Yangtze River delta region, the study implements a hierarchical regression to test the hypothesis. Findings Coopetition in innovation networks has an inverted U-shaped effect on innovation performance, while network orchestration has a complex moderating effect attributed to its various sub-dimensions. Research limitations/implications This study relies on cross-sectional data, which limits its ability to capture the dynamic evolution of the mechanisms underlying coopetition and network orchestration. Panel data and case studies could be employed in future research. By integrating network orchestration as a contingency factor, our research extends the literature on coopetition and network orchestration. Besides, we shift the perspective from network position to network behavior and emphasize the proactive role of firms in orchestrating networks rather than passively relying on structural positions. Practical implications For businesses that depend heavily on continuous innovation networks and long-term coopetitive relationships, our findings provide theoretical support for firms to develop coopetition and orchestration strategies and effectively promote innovation performance. Originality/value Instead of finding their own position in the network structure, firms proactively orchestrating innovation networks enhance the relationship between coopetition and innovation. In addition, the implementation of each sub-dimension should align with the degree of coopetition, to achieve the best innovation performance.