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    Effective horizontal coordination in coopetitive clusters: developing the required attributes for supply chain management

    Access Status
    Fulltext not available
    Authors
    Wood, Lincoln
    Date
    2010
    Type
    Conference Paper
    
    Metadata
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    Citation
    Wood, Lincoln C. 2010. Effective horizontal coordination in coopetitive clusters: developing the required attributes for supply chain management, in Boulet, Jacques (ed), 8th ALARA (action learning & action research association) World Congress 2010 - Participatory action research and action learning, Sep 6-9 2010. Albert Park Lake, Melbourne, Victoria, Australia: MultipliCD.
    Source Title
    Proceedings of 8th ALARA (Action Learning & Action Research Association) World Congress 2010 - Participatory Action Research and Action Learning
    Source Conference
    8th ALARA (action learning & action research association) world congress 2010 - participatory action research and action learning
    Additional URLs
    http://www.alara.net.au/wc2010/proceedings
    School
    School of Information Systems
    URI
    http://hdl.handle.net/20.500.11937/12433
    Collection
    • Curtin Research Publications
    Abstract

    The coordination of supply chain management activities between firms in a cluster frequently prove to be challenging when many competitors are present. A challenging form of relationship between members that work together while competing in other markets is known as ‘coopetition.’ Generally, success in the present coopetitive structure may be enhanced through past relationships and disbursement of benefits gained by coordination of activities. Inter-firm coordination of activities between competitors is a horizontal form of engagement, dissimilar to vertical coordination that is frequently studied in supply chain management. These differences are apparent when investigating the barriers to coordination amongst firms in clusters. Complex relationships between members are explored using causal loop diagrams to illustrate the development of the pressures to cooperate or compete. Using a system dynamics approach key variables are identified as leverage points that managers can influence, allowing a more holistic understanding of the long-term impact of decisions.

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