Managing coopetition through horizontal supply chain relations: Linking dyadic and network levels of analysis
通过日本和德国汽车行业的多案例研究，探讨买方如何通过建立和维护供应商之间的横向关系，来管理整个网络中的合作竞争张力。
Abstract A growing research stream has expanded the level of analysis beyond single buyer–supplier relations to the network, including supplier–supplier relations. These supplier–supplier relations may constitute a missing link between the traditional analysis of the dyadic and the network level of analysis that are often treated separately. This paper explores the interplay of the supplier–supplier and network of analysis by focusing on the inherent tension between cooperation and competition, using a multiple case study design in the Japanese and German automobile industries. It is argued that the buyer is able to exert influence not only on the coopetition level, so within “horizontal supply chain relations,” but that the coopetitive tension in the overall network can in fact be managed through the active establishment and maintenance of such relations.