Paradox blindness: How managers frame coopetition
基于对同一医疗生态系统中24家组织26位高管的访谈，研究揭示了管理者框定竞合关系的三种路径（有意识否认、接受、无意识否认）及五种具体框定方式，并分析了这些框定如何影响管理效果及形成条件。
Coopetition , characterized by the simultaneous pursuit of cooperation and competition, presents a paradoxical challenge for organizations and the individuals involved. This study explores managers' capacity to manage the inherent paradox of coopetition, focusing on the managerial framings and the various contextual factors shaping them. While the importance of coopetition-oriented mindsets, paradoxical frames, and cognitive and emotional capabilities is recognized for successful management of these challenges, more research is needed to understand how individual managers frame coopetition. The framing perspective is important, because it shows how managers make sense of and try to influence their own behavior as well as that of others. Utilizing a qualitative approach, we analyzed 26 interviews with top managers from 24 organizations within the same healthcare ecosystem. As a result, we develop a framework outlining three distinct paths to framing coopetition: conscious denial, acceptance, and unconscious denial, along with five specific framings. Our findings highlight the impact of these framings on managers' ability to manage coopetition effectively and the conditions shaping the different framings. Through these insights, this research advances our understanding of coopetition management and underscores the crucial role of context, enriching both theoretical discourse and practical application.