coopetition as a small business strategy.pdf

Com3 relationshios i establish with my comnetitor are

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COM3. Relationshios I establish with my comnetitor are verv imoortant to my firm. COM4. In a relationship I establish with my competitor, the success of the relationship will be higher when my partner is willing to arrange his/her firm's operations according to the structure of the relationshio. COM5. In a relationship I establish with my competitor, both parties must desire to strenothen the comnetitive nosition of the oartners. COM6. In a relationship I establish with my competitor, I determine my responsibilities and commitments accordiniz to the izoals of the relationshio. 45
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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Journal of Small Business Strategy Data Collection Because the items were adapted from English language research, and the native language of respondents was Turkish, the survey items were translated. Also, as suggested by Churchill ( 1979), a Turkish faculty member was asked to translate the Turkish version into English to ensure that translation would match the original one and not lose meaning. Following this, the Turkish version of the questionnaire was pre- tested with a separate sample of 50 small firm owners to detcuuine whether the questions expressed the statements clearly. Based on the pre-test, minor modifications were made to reduce ambiguity. The final survey involved a mail survey sent to owners of a randomly generated sample of 1,000 small firms located in Ankara, the largest city in Turkey. A government listing of all such firms based on organized industry areas provided the sampling frame. Firms were selected without consideration for the sector in which they operate. All businesses in the sampling frame had between 5-25 employees. After elimination of surveys having non-useable responses, the sample included 647 completed questionnaires, for a response rate of 64.7 per cent. No patterns were identified among respondent firms in terms of industry-type. The high response rate likely reflects the limited extent to which these firms have been surveyed, the involvement of a prestigious university, a reliance on follow-up telephone calls, and an offer to provide respondents an executive summary of the findings. Finally, company age was used as a control variable in the study, as age has potential implications for the firm's approach to coopetition and the subsequent impact on performance. Older firms may achieve higher performance levels because their expertise and experience, while younger firms may grow rapidly and perform better due to new innovative ideas and dynamic management (Wijewardena & Tibbits, 1999). The median age of the sampled firms was 9 .4 years, and so the sample was 46 Vol. 18, No. 1Spring/Summer2007 partitioned based on this median split.
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  • Fall '19
  • partner, Firm, Journal of Small Business Strategy

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