Coopetition strategy as naturalised practice in a cluster of informal businesses
基于加纳阿克拉非正规小企业集群的案例，运用社会实践理论分析竞合策略的社会结构与关系现象，揭示竞争企业间的深度合作如何成为自然化的文化假设，并构建概念框架说明个体能动性与制度社会结构如何影响小企业竞合策略。
This article builds on existing analyses of coopetition strategy as practice by exploring coopetition as a social-structural and relational phenomenon. We draw on social practice theory to present an analysis of coopetition in a cluster of small informal businesses in Accra, Ghana. In so doing, we adopt a comprehensive socio-cultural perspective enabling us to account for a wider range of antecedents, drivers and both intended and unintended outcomes for individuals, firms, clusters and wider institutions. We show how immersive cooperation among competing firms became a naturalised practice in the cluster, embedded as a cultural assumption. Following this, we develop a conceptual framework that shows how the actions of individuals (agency) and strength of institutional and societal (structure) influences may lead to different forms of small business coopetition strategy.