In times of fear turn to your competitor: Developing organizational resilience through coopetition
研究了在新冠疫情等重大危机中，企业如何通过与竞争对手合作（竞合）来发展组织韧性，基于旅游业数据发现竞合有助于生存和绩效稳定。
Organizational resilience has attracted attention during the COVID19 pandemic, as the magnitude of consequences threatened the survival of organizations and industries. When facing major crises, organizations may not be able to survive by their own means. We take an interorganizational level of analysis to understand how organizations can develop resilience by working with their competitors. We collected data in the tourism industry, and used a mixed coding approach, followed by thematic analysis and flexible patterns matching to structure our findings. We find that a major crisis triggered a sensemaking process, both at individual and collective levels, across organizational boundaries. This led to frame an effective crisis response, that is coopetition. Differently from prior literature we provide evidence how emergent coopetition helps build organizational resilience when facing a major crisis. Firms actively balance coopetition by selecting actions from a coopetitive repertoire, involving competition reduction and cooperation increase. The outcomes of emergent coopetition in response to crisis include survival and stable performance, but also unintended non-financial outcomes such formal and informal institutions, and norms of competition and coopetition. Our findings emphasize the role of social relationships in foster collective sensemaking and facilitating coopetition to develop resilience. • Cooperating with competitors can be an effective way of addressing major crises. • Social relationships facilitate communication, and subsequently collective sensemaking across involved firms' boundaries. • Firms actively seek balance in coopetition by using a repertoire of coopetitive actions. • The coopetitive repertoire of actions involves limiting competition through forbearance, avoidance, and norms of competing. • The coopetitive repertoire includes fostering cooperation through five distinct actions. • Coopetition response to crisis offers many outcomes: survival, performance stability, and unintended non-financial outcomes