Purpose While prior research has acknowledged the dualistic and dynamic nature of coopetitive relationships, a comprehensive understanding of the underlying dynamics that shape strategic orientations (defined as firms’ tendencies toward cooperation, competition or a balanced approach) and their evolution over time remains limited. To address this gap, this paper aims to feature a theoretical model that explains how varying levels (low or high) of these dynamics generate different strategic orientations in coopetition. Design/methodology/approach This paper features a systematic literature review and conceptual synthesis to categorize the dynamics shaping coopetitive relationships. Findings First, the authors identify seven dynamic factors that influence the strategic orientation of firms engaged in coopetitive relationships. Second, they classify these factors into three higher-order constructs: paradoxical, relational and cultural dynamics. The authors then delineate four strategic orientations including cooperation-dominant, competition-dominant, high-balanced and low-balanced and theorize the conditions under which these orientations emerge and evolve based on the intensity of dynamics. Originality/value This paper addresses a key gap in the literature by synthesizing theoretical and empirical insights to identify and categorize the dynamics shaping coopetition strategies. By advancing a dynamic and multidimensional perspective, the paper offers a more nuanced understanding of how coopetitive strategies form and evolve over time. It contributes both theoretically by integrating diverse dynamics into a unified conceptual framework and practically, by offering insights for managers seeking to balance collaboration and competition in complex interfirm settings.
BERAHA et al. (Wed,) studied this question.