A Microfoundations Perspective on Orchestration of Coopetitive Networks

Multiple and complex interactions between competing organizations and their collaborators create a unique type of collaborative networks, i.e., coopetitive innovation networks. Surprisingly, in the case of coopetitive innovation networks little is known about their orchestration challenges and related orchestration capabilities. In the present study we set to understand the orchestration of coopetitive networks through the prism of microfoundations perspective. Specifically, we analyze interactions among structures, processes and individuals to explain the nature and evolution of orchestration capabilities over time and across two sequential innovation projects. These projects are self-orchestrated by a network composed of 12 key competitors in the European aeronautics industry and the European Commission that co-coordinate and co-fund research activities to deliver significantly quieter and more environmentally friendly aircrafts. Self-orchestration as opposed to dominant orchestration by one lead organization, simultaneous use of multiple orchestration practices (e.g., rotating leadership, consensual decision-making, etc.) and important role of individuals in sustaining the effectiveness of structures and efficiency of processes contributed to maintaining the balance between competition and collaboration in the coopetitive networks. Implications for research on network orchestration and coopetitive dynamics are discussed.