Articles
COOPETITION: A STRATEGIC MODEL FOR HORTICULTURAL SECTOR? THE CASE OF LOMBARDY REGION
Article number
960_35
Pages
247 – 254
Language
English
Abstract
The structural features and the organization of Italian agribusiness are characterized by small-sized family farms, so in order to solve both problems of intra-organizational and inter-organizational nature there is a proliferation of hybrids.
The presence of hybrids in an agribusiness system prompts speculation about the present role of such coordinating structures.
Numerous studies have addressed separately on competition and cooperation.
In this paper the focus is on the study of new strategic behaviours characterized by the simultaneous presence of cooperative and competitive attitudes, indicated by the neologism coopetition.
Coopetition can be described as a path in which players gradually adopt increasingly clear and noticeable coopetitive behaviours.
Aim of this work is to verify the presence of coopetitive behaviours in the horticultural sector and define the driving forces of this strategic model.
Two types of driving forces have been recognized.
The first ones are within the system and can be identified as needs / opportunities that each actor considers as strategic processes to develop in a common environment with other structures; the second ones are external factors encouraging or creating opportunities to develop common activities.
The presence of hybrids in an agribusiness system prompts speculation about the present role of such coordinating structures.
Numerous studies have addressed separately on competition and cooperation.
In this paper the focus is on the study of new strategic behaviours characterized by the simultaneous presence of cooperative and competitive attitudes, indicated by the neologism coopetition.
Coopetition can be described as a path in which players gradually adopt increasingly clear and noticeable coopetitive behaviours.
Aim of this work is to verify the presence of coopetitive behaviours in the horticultural sector and define the driving forces of this strategic model.
Two types of driving forces have been recognized.
The first ones are within the system and can be identified as needs / opportunities that each actor considers as strategic processes to develop in a common environment with other structures; the second ones are external factors encouraging or creating opportunities to develop common activities.
Publication
Authors
D.G. Frisio, G. Ferrazzi, F. Tesser
Keywords
cooperation, competition, hybrid, strategies
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