ABSTRACT
In Taiwan, students in visual design-related disciplines have long neglected the traditional mindset of balanced development in many subjects during their secondary education. The learning process has largely abandoned STEM and other mathematical and scientific courses, focusing only on skills and craft training. In recent years, STEM education has been actively promoted in higher education in Taiwan. This study aims to plan and design a learning model that is motivating and fun for students within the constraints mentioned above. We used game-based learning to introduce STEM education and enhance visual design students' interest in STEM. A course was selected to teach programming logical concepts. The students were taught to use Scratch and Code.org as learning platforms to learn the building block programming language. Due to the COVID-19 pandemic, online board game activities were incorporated into the teaching mode of the course. Game-based learning and game mechanics were integrated into the learning activities of the course. The learning activities incorporated a cardboard game with digital media and a competitive mode to enhance the interest of students with design expertise in STEM topics. The basic concepts of programming language were transformed into images and the game mechanism was added to enhance students' motivation. In this study, students were introduced to the basic structure of programming through a specially designed board game to enhance their logical thinking skills. We found that the transformation of program concepts from words to images helped learners to make picture associations, which effectively increased motivation and motivated learners to participate in learning. Especially for students who were not interested in STEM. © 2023 Author(s).
ABSTRACT
This study's objective is to investigate the extent to which coopetition (collaboration with rivals) and competitor-oriented practices (knowledge of and acting upon competitors' strengths and weaknesses) helped facilitate the development of owners' capabilities over the pre- through to the immediate post pandemic (COVID-19) period. A retrospective, longitudinal instrumental case study features the under-researched 3-year timescale up to the end of ‘lockdowns' across most countries. Interviews (and secondary data collection) took place with owners of 40 Canadian restaurants associated with different cuisines and possessing respective weak and strong network ties in a single city. New findings highlight how coopetition and competitor-oriented practices facilitated the development and/or enhancement of ‘psychological contracts.' In turn, knowledge of with whom to engage in coopetition activities and the extent of involvement, helped owners to avoid failure, maintain family employment, and sustain other local businesses. Additionally, strategic flexibility enabled owners to pivot aspects of their business models, develop foresight, plus resilience. Unique insights contribute to theory and practice, highlighting that coopetition and competitor-oriented practices changed during the evolving conditions of COVID-19. Owners rapidly transformed certain ‘operational' capabilities into those of a higher level (namely, capabilities of a ‘threshold' and potentially ‘dynamic' nature) to meet changing objectives.
ABSTRACT
Coopetition is known to impact several firm outcomes, but past research has produced contradictory insights about the role of size and number of coopetitors. It remains unclear how coopetition network size might influence the roles of coopetition, analytical capabilities, and ambidexterity on firm performance in the supply chain context. We draw on coopetition theory to scrutinize the effects of supply chain analytics capabilities, coopetition, and ambidexterity on firm performance and the moderating role of supply chain coopetition network size. We conducted a survey study on firms in the UAE, with participants holding managerial positions (n = 203), and applied PLS-SEM for analysis. The findings demonstrated that supply chain analytical capabilities, coopetition, and ambidexterity increases firm performance. Surprisingly, supply chain coopetition network size did not moderate the impact of supply chain coopetition, analytical capabilities, and ambidexterity on firm performance. The study concludes with contributions to theory and practice. © 2023 Elsevier Ltd
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The purpose of this study is to explore how family firms respond to wild cards. We aim to capture the under-standing of family firm owners/managers of what wild cards are in terms of frequency, kind, and impact. We also examine how familiness and entrepreneurial orientation form the resilience and survival of family firms when facing wild cards. The scope of our attention is limited to extreme events so far overlooked in the family firm resilience literature, and the empirical context of our study involves the COVID-19 pandemic. Our findings show that the response to wild cards depends on the understanding of those extreme situations that family firms managers/owners develop. Deep time horizon is relevant in developing a useful understanding of wild cards, and generational involvement helps to socially construct it. After developing an understanding, family firm man-agers/owners use decision making preferences in selecting their response to wild cards. Our study offers a behavioral take on family firms resilience, and provides a fine grained view incorporating behavioral constructs.
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PurposeThis study explores coopetition opportunities between e-tailers and brick-and-mortar (BM) retailers and provides a conceptual framework. These opportunities may be triggered by events such as social distancing causing crises (SDCC).Design/methodology/approachA grounded theory based approach was used wherein 119 news articles and 48 academic papers are the main sources of data to analyse the real-world responses. A typical qualitative methodology, including open and axial coding, was used. To further analyse the insights obtained, six in-depth interviews were conducted.FindingsNon-customer-interfacing-based coopetition, such as small BM stores serving as e-marketplace sellers and customer-interfacing-based coopetition, such as large BM stores serving as showrooms, are some potential coopetition opportunities.Research limitations/implicationsThe majority of the available studies dwell more on offline retailers developing online channels. This study investigates the opposite situation and conceptualises a new understanding of how e-tailers and BM retailers can work together more harmoniously. This study can be used as a springboard by academicians for future research on a larger scale. Five research propositions are offered that can guide hypothesis generation. Development of case studies and consulting services for the industry are the other research opportunities.Practical implicationsSocial distancing as a measure may vanish from the world with time;however, social distancing's implications are still pertinent given that new diseases, including new variants of pandemic potential, could continue to emerge. The study puts forward propositions based on theoretical dimensions and second-order themes derived from first-order categories. These propositions are about the drivers of coopetition and the opportunities with both large and small BM stores that e-tailers can leverage during a crisis, given that launching e-tailers' own BM stores demands large investments. This study has social and economic implications too.Originality/valueThis study investigates coopetition, an important trend but lacking adequate research. Whilst only few studies examine coopetition from a crises' perspective, this study investigates develops a new understanding of coopetition opportunities between e-tailers and BM retailers. This study adds to the scarce literature how such opportunities may be triggered by events such as SDCC.
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Purpose: Last mile distribution is a crucial element of any supply chain network, and its complexity has challenged established practices and frameworks in the management literature. This is particularly evident when demand surges, as with recent lockdowns due to the COVID-19 pandemic and subsequent demand for home delivery services. Given the importance of this critical component, this study recommends horizontal collaboration as a possible solution for retailers seeking to improve the quality of their services. Design/methodology/approach: This study investigates whether horizontal collaboration should be considered as an option for faster and greener distribution of groceries ordered online. Using the United Kingdom and Greek grocery markets that differ in terms of online grocery penetration, distribution network structure and delivery times, the study discusses how the effectiveness of pooling resources can create positive spillover effects for consumers, businesses and society. Findings: Despite their differences, both markets indicate the need for horizontal collaboration in the highly topical issue of last mile delivery. Originality/value: Taking a theoretical and practical view in cases of disruption and constant pressure in last mile distribution, horizontal collaboration supports retailers to coordinate routes, increase fleet and vehicle utilisation, reduce traffic and carbon emissions while improving customer satisfaction. © 2022, Emerald Publishing Limited.
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This case focuses on the entrepreneurial use of multi-stakeholder value co-creation to emerge stronger from challenging trading conditions. In particular, it examines Pennine Pubs, a small-/medium-sized enterprise (SME) operating several rural public houses, which are licensed to sell food and alcoholic drinks to guests. Based in Northern England, it has adapted commercial strategies to mitigate government-enforced Covid-19 lockdowns. Pennine Pubs' Managing Director is currently considering how to build upon the multi-stakeholder value co-creation strategy which emerged quickly immediately before and during the first lockdown period, when customers were prohibited from visiting pubs. He expects the outcome to be a more refined and sustainable commercial strategy which retains the most significant benefits of his lockdown-period innovations. The case considers how co-creation is applied as a reaction to unforeseen business challenges, and how it can underpin proactive strategies to capitalise upon favourable trading conditions. The concept is explored in the context of rapidly evolving, unpredictable and highly problematic constraints upon retail trade, and the 'new normal' of customers returning to retail premises, albeit with expectations modified by recent experiences. Finally, the case considers the impact of SMEs collaborating with suppliers, customers and other stakeholders to co-create mutual, commercially sustainable value.
ABSTRACT
Purpose: This study explores coopetition opportunities between e-tailers and brick-and-mortar (BM) retailers and provides a conceptual framework. These opportunities may be triggered by events such as social distancing causing crises (SDCC). Design/methodology/approach: A grounded theory based approach was used wherein 119 news articles and 48 academic papers are the main sources of data to analyse the real-world responses. A typical qualitative methodology, including open and axial coding, was used. To further analyse the insights obtained, six in-depth interviews were conducted. Findings: Non-customer-interfacing-based coopetition, such as small BM stores serving as e-marketplace sellers and customer-interfacing-based coopetition, such as large BM stores serving as showrooms, are some potential coopetition opportunities. Research limitations/implications: The majority of the available studies dwell more on offline retailers developing online channels. This study investigates the opposite situation and conceptualises a new understanding of how e-tailers and BM retailers can work together more harmoniously. This study can be used as a springboard by academicians for future research on a larger scale. Five research propositions are offered that can guide hypothesis generation. Development of case studies and consulting services for the industry are the other research opportunities. Practical implications: Social distancing as a measure may vanish from the world with time;however, social distancing's implications are still pertinent given that new diseases, including new variants of pandemic potential, could continue to emerge. The study puts forward propositions based on theoretical dimensions and second-order themes derived from first-order categories. These propositions are about the drivers of coopetition and the opportunities with both large and small BM stores that e-tailers can leverage during a crisis, given that launching e-tailers' own BM stores demands large investments. This study has social and economic implications too. Originality/value: This study investigates coopetition, an important trend but lacking adequate research. Whilst only few studies examine coopetition from a crises' perspective, this study investigates develops a new understanding of coopetition opportunities between e-tailers and BM retailers. This study adds to the scarce literature how such opportunities may be triggered by events such as SDCC. © 2022, Emerald Publishing Limited.
ABSTRACT
Logistics and supply chain excellence has become increasingly important as a source of competitive differentiation. Firms' efforts to achieve supply chain excellence include developing supply chain ambidexterity, co-opetition relationships, and analytical capabilities. This study draws on the co-opetition theory to investigate the combined role of supply chain co-opetition, ambidexterity, and analytical abilities in determining higher firm performance. Using field data from individuals occupying managerial positions in United Arab Emirates businesses (n = 151), we applied structural equation modeling (SEM) and fuzzy sets techniques to assess the research proposition. The SEM results suggest that (1) supply chain co-opetition and analytical capabilities have significant effects on firm performance, but supply chain ambidexterity does not. Through fuzzy sets, we found that (2) supply chain co-opetition, ambidexterity, and analytical capabilities are necessary causal conditions for high firm performance. We also discovered that (3) supply chain co-opetition all by itself, and (4), supply chain ambidexterity and analytical capabilities are sufficient causal conditions for high firm performance. This study provides a novel comprehension of the benefits of supply chain co-opetition and analytical capabilities during the COVID-19 pandemic, offering several theoretical and managerial implications.
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Unprecedentedly impacted by COVID-19, tourism enterprises are pushed to adopt new strategic management to cope with the changes in tourists' consumer perception for sustainable development, such as corporate and compete simultaneously with their competitors. Our study aims to investigate the intermediate role of coopetition, including the three dimensions of resource similarity, market commonality, and willingness to cooperate in the marketing and performance relationships. Primary data on 360 observers were collected via questionnaire distribution to theme park managers in China with 85.3% accuracy in response rate. Structural equation modeling (SEM) was used to verify the intermediate effect of coopetition on marketing performance in tourism enterprises. The results of SEM indicate (1) the intermediate role of tourism coopetition, including the three dimensions existing in the relationship between tourism marketing and performance, (2) more significant positive impact on non-financial performance than that on financial performance, and (3) the mechanism of implementing coopetition. This study gives supportive evidence for tourism enterprises to implement coopetition and highlights the implications for appropriately developing coopetition strategies and tactics to achieve the synergy effect for the individual enterprises and the spillover effect for the destination regarding policy-making, mindset, and partner selection.
ABSTRACT
Purpose: This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach: This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings: The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications: Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed. Originality/value: This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles. © 2022, Stefan Jooss, Julia Lenz and Ralf Burbach.
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This study discusses how to facilitate the barrier-free circulation of energy big data among multiple entities and how to balance the energy big data ecosystem under government supervision using dynamic game theory. First, we define the related concepts and summarize the recent studies and developments of energy big data. Second, evolutionary game theory is applied to examine the interaction mechanism of complex behaviors between power grid enterprises and third-party enterprises in the energy big data ecosystem, with and without the supervision of government. Finally, a sensitivity analysis is conducted on the main factors affecting co-opetition, such as the initial participation willingness, distribution of benefits, free-riding behavior, government funding, and punitive liquidated damages. The results show that both government supervision measures and the participants’ own will have an impact on the stable evolution of the energy big data ecosystem in the dynamic evolution process, and the effect of parameter changes on the evolution is more significant under the state of no government supervision. In addition, the effectiveness of the developed model in this work is verified by simulated analysis. The present model can provide an important reference for overall planning and efficient operation of the energy big data ecosystem.
ABSTRACT
Purpose: Last mile distribution is a crucial element of any supply chain network, and its complexity has challenged established practices and frameworks in the management literature. This is particularly evident when demand surges, as with recent lockdowns due to the COVID-19 pandemic and subsequent demand for home delivery services. Given the importance of this critical component, this study recommends horizontal collaboration as a possible solution for retailers seeking to improve the quality of their services. Design/methodology/approach: This study investigates whether horizontal collaboration should be considered as an option for faster and greener distribution of groceries ordered online. Using the United Kingdom and Greek grocery markets that differ in terms of online grocery penetration, distribution network structure and delivery times, the study discusses how the effectiveness of pooling resources can create positive spillover effects for consumers, businesses and society. Findings: Despite their differences, both markets indicate the need for horizontal collaboration in the highly topical issue of last mile delivery. Originality/value: Taking a theoretical and practical view in cases of disruption and constant pressure in last mile distribution, horizontal collaboration supports retailers to coordinate routes, increase fleet and vehicle utilisation, reduce traffic and carbon emissions while improving customer satisfaction. © 2022, Emerald Publishing Limited.
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Purpose: The purpose of the paper is to answer the question of how entrepreneurs can take advantage of and exploit the conditions and opportunities resulting from the COVID-19 pandemic. Methodology: In the paper, we apply the conceptual review method in order to review extant knowledge, identifying important research gaps, and propose a conceptual framework for the research. Findings: We propose a conceptual framework of the recognition and exploitation of business opportunities during the COVID-19 pandemic. The framework assumes the influence of specific dynamic capabilities (strategic foresight - at the strategic level and innovation, self-structured and relational capabilities - at the operational level) and the entrepreneur's key characteristics (being intuitive, having the ability to learn - especially in the field of crisis management, being innovative, having leadership competencies and having the ability to use advanced digital technologies) on the identification, creation and exploitation of opportunities during the COVID-19 pandemic. Research limitations: The main limitation results from the dynamism of the pandemic situation. Therefore, our results need further empirical verification. Practical implications: The model provides managerial implications for entrepreneurs responsible for decisions and actions during the pandemic crisis. We underline the importance of the development of entrepreneurs' own competencies as well as the development of the competencies of their employees in the context of crisis management. We especially suggest that managers develop leadership competencies which relate to the competence of how to delegate powers and build empowerment in order to take advantage of the opportunities resulting from the effects of the COVID-19 pandemic. To exploit opportunities effectively, they should be recognized early, and therefore entrepreneurs should consider the benefits of using intuition in this area. Value: The special value of the paper can be seen in the context of the analysis. There is a shortage of studies identifying the impact of dynamic capabilities and the entrepreneur's characteristics on the exploitation of opportunities during the specific situation of the COVID-19 pandemic.
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This study draws on life history theory to rationalize how tourism enterprises make decisions and evolve during the COVID-19 pandemic. Using a case study approach, the current work improvises the house of trade-off paradox as a visual metaphoric framework that integrates three major dyadic trade-off pairs along with four organizational resource configuration aspects. This inquiry further synthesizes the wheel of selection strategy to pinpoint a mechanism in which tourism agencies mutate to adapt to a new normal based on acute environmental shocks. We further provide practical implications for operators with valuable insights germane to post-pandemic recovery.
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We introduce bunch graphs to generalize the structure of graphs, where bunches (groups) are considered essential. The significance of a bunch (a node in a network) is to represent a group as a single entity. We find that simultaneous competition and collaboration are observed among individuals /groups working on a topic/project in the real world. This study captures the notion of simultaneity of competition and collaboration among different species/ communities/ individuals using coopetition bunch graphs. We also introduce two measures for assessing coopetition in a network: a) coopetition number and b) coopetition degree of a node in a bunch graph to capture the competition and collaboration of the node in the network. We identify two types of coopetitions from practice: strong-form coopetition and weak-form coopetition, and corresponding coopetition indices to measure each form of coopetition. We find real-world examples to illustrate our approach and computations for strong-form and weak-form coopetition. The current world is witnessing a global pandemic due to COVID19. The scientists from different research institutes are engaged in overcoming the situation. This study demonstrates that countries and institutes pursue pure competition, collaboration, and coopetition for a variety of reasons (innovation, costs, strategic, and tactical reasons). We compare our approach with that based on existing techniques of semidirected graphs and find that the results of the two approaches are significantly different, largely due to bunch effects. We illustrate this fact at node, sub-graph, and graph levels.
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Decision-making is important especially during a crisis such as the novel COVID-19 pandemic. The quantum prisoner's dilemma with two dilemma strength parameters is introduced as a model for the interaction between pharmaceutical and other related enterprises during the pandemic. Novel Nash equilibria are identified. The coopetition equilibrium (simultaneous cooperation and competition) is emphasized. Motivated by the novel equilibria of the quantum version, a classical mixed-strategy formulation that can be applied to real-world situations is proposed. Suitable values of the dilemma strength parameters and quantum entanglement can encourage coopetition, which can be considered as a route to full cooperation.
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COVID-19 has imposed significant detrimental effects on the global hospitality sector. These effects have primarily been considered from the socio-economic perspective, ignoring the implications of the pandemic for the environmental performance of hospitality services. By drawing upon emerging evidence from various academic and non-academic sources, this conceptual paper critically evaluates the implications of the preventative and protective measures adopted against COVID-19 for the generation of the hospitality sector's food and plastic waste. The implications are divided into direct and indirect and considered through the prism of temporality of their anticipated occurrence (immediate, short-term and medium-term perspective). The paper proposes potential strategies to aid in the management of these wastes in the hospitality sector in a post-pandemic world. To address the issue of food waste, the hospitality sector should be integrated into alternative food networks (AFNs) and short food supply chains (SFSCs). Business coopetition between hospitality enterprises and other actors of the food supply chain is necessary for the success of such integration. To address the issue of plastic waste, the hospitality sector should invest in 'green' innovation. This investment needs to be encouraged and supported by targeted policy interventions. The paper argues that these strategies are critical not only in the context of the COVID-19 pandemic, but will also remain valid for the sustained development of the hospitality sector in light of future disastrous events, especially climate change. The paper discusses the institutional and organisational prerequisites for the effective implementation of these strategies and highlights the related research opportunities.