The double-edged sword of coopetition: how platform–complementor relationships drive sustainable competitive advantage

Purpose This study aims to investigate how coopetition between platform enterprises and their complementors influences sustainable competitive advantage (SCA). It seeks to clarify the mechanisms through which coopetition influences SCA by examining the mediating role of organizational agility (operational adjustment agility (OAA) and market capitalizing agility (MCA)) and the moderating role of technological uncertainty (TU). Design/methodology/approach Drawing on paradox theory and dynamic capabilities theory, the study develops and tests a moderated mediation model. The hypotheses are empirically examined using survey data collected from 442 platform enterprises in China. Findings The results reveal that: (1) Coopetition has an inverted U-shaped relationship with platform SCA, indicating that either too little or too much coopetition can diminish competitive advantage; (2) Both OAA and MCA partially mediate the coopetition–SCA relationship; (3) Technological uncertainty negatively moderates the effects of both types of organizational agility on SCA, weakening their positive impact. Robustness test also supports the above results. Originality/value This research offers a novel theoretical lens integrating paradox theory and dynamic capabilities theory to explain the nonlinear relationship between coopetition and SCA. It provides empirical insights into the mediating mechanisms of organizational agility and highlights the contextual role of technological uncertainty. The findings offer practical guidance for platform enterprises seeking to strategically manage coopetition in the digital era to enhance long-term competitive advantage.