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Coopetition is paradoxical in that the simultaneous cooperation and competition can give rise to important synergies as well as tensions. To circumvent these tensions, scholars primarily suggest structural, separation-centred strategies. Such strategies are helpful, but incomplete, as total separation would not allow exploitation of the synergies that coopetition may offer. Based on an in-depth case study of a pioneering multi-company, cross-sector partnership, we explore how employees cope with the remaining tensions. Illustrating employees' sense-making processes, we show how they build on the organisational and the boundary-spanning task contexts and develop paradoxical frames. Juxtaposing the competitive and collaborative logics, these frames shape the employees' understanding of who they are (i.e. a nested identity) and what they should do (i.e. contextual segmentation). This juxtaposition allows the employees to navigate emerging tensions by adopting both logics (i.e. integrating behaviour) and by contextually prioritising one logic without ignoring the other (i.e. demarcating behaviour). These insights complement structural strategies with integrative, employee-centred ones and highlight contextual factors that promote such an integrative approach.

ABSTRACTThis paper analyzes the cost increases due to demand uncertainty in single‐level MRP lot sizing on a rolling horizon. It is shown that forecast errors have a tremendous effect on the cost effectiveness of lot‐sizing techniques even when these forecast errors are small. Moreover, the cost differences between different techniques become rather insignificant in the presence of forecast errors. Since most industrial firms face demand uncertainty to some extent, our findings may have important managerial implications. Various simulation experiments give insight into both the nature and the magnitude of the cost increases for different heuristics. Analytical results are developed for the constant‐demand case with random noise and forecasting by exponential smoothing. It is also shown how optimal buffers can be obtained by use of a simple model. Although the analysis in this paper is restricted to simplified cases, the results merit further consideration and study. This paper is one of the first to inject forecast errors into MRP lot‐sizing research. As such it attempts to deal with one of the major objections against the practical relevance of previous research in this area.

This paper is focused on the development of new services by nonprofit organizations for groups of companies within a particular sector in industry. It is based on a case study of an actual implementation by United Nations Industrial Development Organization (UNIDO) in collaboration with a number of other organizations to upgrade the capabilities of automotive component suppliers in India, to enable them to supply to world-class manufacturers. (DSE/DÜI)

PurposeA new era for development is needed and business needs to play a significant role in this era. This paper aims to provide insights into the necessary conditions for such a new era of development and specifically the potential contribution of business and academia.Design/methodology/approachThis explorative study is based on expert interviews and the summary of the discussion of the EABIS Colloquium 2011 ("Corporate Responsibility and Developing Countries").FindingsInnovative companies are moving from building "shareholder value" to "shared value" for all stakeholders; from "quarterly capitalism" to "long‐term capitalism". They are also providing resources, open access systems and capital to entrepreneurs and communities to support technology and knowledge transfers. Companies that integrate future development concerns into their business model will be ideally placed to secure long‐term licences to operate, develop loyal new consumer bases, and innovate in new market segments.Research limitations/implicationsThe methodology only allows preliminary findings for now. More research (also on the ground) will be needed to identify the necessary strategies business has to adopt to play a potent role in a new era for development.Originality/valueThe paper is based on a rich set of data and combines these findings with the thinking of the EABIS Colloquium 2011. It can be the basis for future research.