A Systematic Literature Review of Co-opetition Strategies Based on Co-Branding: A Conceptual Framework

Document Type : Original Article

Authors

1 Department of Business Administration, Faculty of Management, University of Tehran, Tehran, Iran.

2 Department of Business Administration, Kish International Campus, University of Tehran, Tehran, Iran

Abstract

Objectives: This study aims to present a conceptual model of coopetition with a focus on co-branding. The main emphasis of this research is on identifying the role of coopetition drivers in shaping co-branding-based coopetition strategies and examining their outcomes to answer the research questions. Few studies have simultaneously examined coopetition strategies within the context of co-branding, and a comprehensive framework that clearly explains the relationships among drivers, strategies, and outcomes of these two concepts is lacking in the existing literature. Moreover, most previous studies have focused on specific relationships or limited outcomes and have rarely attempted to provide a comprehensive conceptual framework grounded in a systematic literature review. Therefore, the main research gap addressed in this study is the absence of an integrated conceptual model that systematically explains the relationships between coopetition drivers, co-branding-based strategies, and their outcomes, relying on a systematic literature review. The research questions are defined as follows: What factors lead to the formation of coopetition in co-branding? What strategies do firms use for coopetition in branding? What are the reasons for adopting these coopetition strategies?
Methods: To achieve the objectives and answer the research questions, a systematic literature review method was employed. First, a search strategy was developed. Then, searches were conducted in the databases Web of Science, Scopus, ScienceDirect, and Magiran. Initially, 196 articles were identified for review, of which 9 were duplicates. After reviewing the titles and abstracts, 124 articles were deemed irrelevant. Subsequently, after reviewing the remaining full texts, 18 additional articles were excluded as irrelevant to the research topic. Finally, 45 relevant articles on coopetition and co-branding remained for study and were analyzed and coded using MAXQDA 2020 software. This research is applied in terms of its objective. By utilizing a systematic literature review, the dimensions and components of co-branding-based coopetition strategies will be identified and presented in the form of a conceptual model. To ensure methodological rigor, Kitchenham’s approach, which includes planning, conducting, and reporting stages, was applied.
Findings: In this study, 392 qualitative content units were identified and coded through qualitative content analysis. Based on their relevance to the research topic, 24 concepts were categorized into 8 subcategories, and three main categories—drivers, strategies, and outcomes—were identified. The findings of the present study can be explained within the frameworks of existing theories in strategic management and marketing. Specifically, the concept of coopetition is rooted in game theory and cooperation-competition approaches. Game theory seeks to adopt a game-based perspective on the business world to present "coopetition" as a win-win scenario for both parties and encourages the use of such strategies. Additionally, co-branding strategies can be analyzed within the framework of brand equity theory. The studies showed that coopetition drivers are divided into internal, external, and relationship-based drivers. Furthermore, coopetition strategies with a focus on co-branding are categorized into two types: composite and symbolic. The outcomes of using these strategies can be financial and non-financial, and if not properly managed, they may turn into risks.
Conclusion: The results of this study include a final conceptual model of coopetition with a focus on co-branding, demonstrating that coopetition drivers lead to the adoption of co-branding-based coopetition strategies among direct and indirect competitors. These strategies are either symbolic or composite and ultimately lead to both positive and negative outcomes for organizations that adopt them. The results of this research can also assist future researchers interested in the thematic areas of coopetition and co-branding.
Ethical Considerations: This study adheres to ethical research standards. All sources have been properly cited, and no fabrication, falsification, or plagiarism has occurred. There are no conflicts of interest among the authors.

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Main Subjects

References

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