The paradox of co‐operation and competition in strategic alliances: towards a multi‐paradigm approach

Abstract

Co‐operation and competition characterise the inter‐firm relationships in strategic alliances. This article proposes a paradox approach to studying co‐operation and competition. It explains the paradox perspective and provides an analytic framework for the paradox of co‐operation and competition. In the light of the paradoxical nature, it advocates a multi‐paradigm approach to co‐operative and competitive strategies, which combines strategic positioning, the resource‐based view and game theory. The article suggests that the multi‐paradigms can not only encompass the contradictions of the paradox from the different perspectives, but also emulate the individual ones and provide a holistic picture. The multi‐paradigm approach therefore establishes a better methodology basis than fragmented orthodox theories in exploring the contradictory, interactive and dynamic nature.