Business practice widely acknowledges that increasingly today rivals are also roommates. Nonetheless, research on coopetition strategy (i.e., the simultaneous coexistence of competition and cooperation) is walking across a transitional evolutionary phase.

This volume, Coopetition Strategy an Inquiry into Coopetition Drivers, Management, and Capabilities, aims to contribute to the coopetition research stream by tackling three main issues: (1) the key characteristics of coopetition strategy vis-à-vis other strategic interfirm options; (2) the linkages between the coopetition drivers and the modes of managing coopetition; (3) the dynamic capabilities, that we label “dynamic coopetition capabilities”, firms need to develop to effectively manage coopetition strategy.

In sum, the book offers a comprehensive view of the key conditions underlying a firm’s choice to adopt a successful coopetition strategy, as well as of the types of dynamic capabilities required to effectively formulate and implement it.