Entrepreneurial coopetition: navigating potential fields within the start-up ecosystem

Purpose In the dynamic entrepreneurial landscape, start-ups increasingly rely on coopetition to enhance growth and innovation. This study aims to provide a structured understanding of how start-ups can strategically engage in coopetition by prioritizing the most impactful areas. Design/methodology/approach Using a mixed-methods approach, the authors systematically identify and rank nine key coopetition fields: Growth Hacking, Validation, Team Building, Value Creation, Opportunity Identification, Ideation, Minimum Viable Ecosystem, Inbound Logistics and Outbound Logistics. These are further categorized into three dimensions: Backward Vertical, Horizontal and Forward Vertical Coopetition. Findings The results reveal that Growth Hacking, Validation and Team Building are the most critical areas, emphasizing the strategic importance of Horizontal and Forward Vertical Coopetition. Conversely, logistics-related fields (Inbound and Outbound) show relatively lower impact, suggesting start-ups should allocate fewer resources to these areas. Research limitations/implications Although this study offers a prioritized framework for coopetition, further research is needed to investigate industry-specific differences and the long-term effects of coopetition strategies. Practical implications Start-ups can leverage these insights to focus on high-impact coopetition areas, optimize resource allocation, and establish partnerships that drive growth and innovation. Social implications By promoting strategic collaboration and shared innovation, this research encourages a cooperative mindset among start-ups, contributing to sustainable entrepreneurial ecosystems. Originality/value This study offers a novel, structured approach to coopetition for start-ups, guiding them toward strategic collaboration that aligns with their business objectives and market positioning.