Effective coopetition and its effects on competitive advantage

Purpose This study adopts resource dependence theory (RDT) to identify three capability-based enablers (absorptive capacity, coordination capability and network capability) that facilitate the effective management of coopetition. It further examines how coopetition enhances two forms of competitive advantage: supply chain agility (external) and human capital (internal) and investigates whether human capital moderates the relationship between coopetition and supply chain agility. Design/methodology/approach This study employed a quantitative research design, collecting survey data from 108 manufacturing firms in Taiwan. Partial least squares structural equation modeling (PLS-SEM) was subsequently utilized for hypothesis testing. Findings The results indicate that coordination capability and network capability significantly enhance coopetition, whereas absorptive capacity does not yield a significant effect. Furthermore, coopetition has a positive impact on both supply chain agility and human capital (both specific and generic). Regarding the moderating effects, specific human capital positively moderates the relationship between coopetition and supply chain agility; however, generic human capital does not exhibit a significant moderating role. Originality/value This study offers a comprehensive framework that integrates capability development and competitive advantage within the context of B2B coopetition. It extends RDT by identifying the specific internal capabilities through which firms effectively manage coopetitive relationships.