Influences of coopetition readiness, coopetition oriented mindset, and coopetition on the performance of SMEs

This study empirically investigates the causal relationships between the antecedents of coopetition – a strategic relationship in which competition and cooperation coexist – and the performance outcomes derived from such relationships among small and medium-sized enterprises (SMEs) in B2B industries. Grounded in the Resource-Based View and the Relational View, the study develops an integrated framework that examines the interrelationships among coopetition readiness, a coopetition-oriented mindset, actual coopetition activities, and both marketing and management performance. Using 120 valid data points, the proposed model was tested through partial least squares structural equation modeling (PLS-SEM). The empirical results demonstrate that coopetition readiness has a significant positive effect on a coopetition-oriented mindset, which serves as a critical conduit through which firms translate preparedness into actual coopetition. Furthermore, coopetition is found to exert positively affects both marketing and management performance. These findings provide robust empirical evidence that, beyond conventional competitive or cooperative strategies, coopetition represents an effective strategic approach for SMEs to overcome constraints associated with limited resources and capabilities and secure sustainable competitive advantage.