Tensions in Coopetition between Gypsy and Non-gypsy Breweries in the Light of Actor-network Theory

Deus, Elisa Priori de; Silveira, Alexandre Borba da; Silva, Luciana Maines da; Camillis, Patrícia Kinast de

doi:10.1590/1807-7692bar2024230101

Elisa Priori de Deus

https://orcid.org/0000-0002-1719-3959

Universidade Federal do Rio de Janeiro

Rua Pascoal Lemme, 355, Cidade Universitária, CEP 21941-901, Rio de Janeiro, RJ, Brazil

elisa.priori@coppead.ufrj.br

data curation

funding acquisition

investigation

project administration

resources

validation

writing - original draft

writing - review & editing

Universidade Federal do Rio de Janeiro, Rio de Janeiro, RJ, Brazil

https://orcid.org/0000-0002-1719-3959

Alexandre Borba da Silveira

https://orcid.org/0000-0002-5620-2125

Universidade Federal do Paraná

Av. Prefeito Lothário Meissner, 632, Jardim Botânico, CEP 80060-000, Curitiba, PR, Brazil

alexandre.silveirars@gmail.com

conceptualization

data curation

formal analysis

investigation

methodology

project administration

resources

software

supervision

validation

visualization

writing - original draft

writing - review & editing

Universidade Federal do Paraná, Curitiba, PR, Brazil

https://orcid.org/0000-0002-5620-2125

Luciana Maines da Silva

https://orcid.org/0000-0003-1670-0629

Universidade do Vale do Rio dos Sinos

Av. Dr. Nilo Peçanha, 1600, Boa Vista, CEP 91330-002, Porto Alegre, RS, Brazil

lucianamaines@unisinos.br

conceptualization

data curation

formal analysis

funding acquisition

investigation

methodology

project administration

resources

software

supervision

validation

visualization

writing - original draft

writing - review & editing

Universidade do Vale do Rio dos Sinos, Porto Alegre, RS, Brazil

https://orcid.org/0000-0003-1670-0629

Patrícia Kinast de Camillis

https://orcid.org/0000-0002-8491-9027

Centro Universitário Alves Faria - Unialfa

Av. Mutirão, 2600, St. Bueno, CEP 74215-240, Goiânia, GO, Brazil

patriciadecamillis@gmail.com

conceptualization

data curation

formal analysis

funding acquisition

investigation

methodology

project administration

resources

software

supervision

validation

visualization

writing - original draft

writing - review & editing

Centro Universitário Alves Faria - Unialfa, Goiânia, GO, Brazil

https://orcid.org/0000-0002-8491-9027

Corresponding author:
Alexandre Borba da Silveira Universidade Federal do Paraná Av. Prefeito Lothário Meissner, 632, Jardim Botânico, CEP 80060-000, Curitiba, PR, Brazil

Editor-in-Chief:

Ivan Lapuente Garrido https://orcid.org/0000-0003-3741-7961 (Universidade do Vale do Rio dos Sinos, Brazil).

Guest Editors:

Jefferson Marlon Monticelli https://orcid.org/0000-0002-1605-7090 (Universidade do Vale do Rio dos Sinos, Brazil);

Emilene Leite https://orcid.org/0000-0003-2664-8350 (Örebro University School of Business, Sweden);

Adriana Fumi Chim Miki https://orcid.org/0000-0001-7685-2718 (Universidade Federal de Campina Grande, Brazil).

Reviewers:

Arnaldo Rizzardo Filho https://orcid.org/0000-0003-1102-2806 (Universidade do Vale do Rio dos Sinos, Brazil); and two anonymous reviewers.

Editorial assistants:

Eduarda Anastacio and Simone Rafael (ANPAD, Brazil).

Strategy	Aspects	References
Address the underlying issues	Trust and commitment are key factors influencing the management of tensions in coopetition. It is important to work on these aspects to strengthen the relationship between the parties. It can be done through open communication, transparency, and meeting deadlines. Mutual trust reduces conflict and promotes cooperative behavior.	Celuch et al. (2010Celuch, K., Bantham, J., & Kasouf, C. (2010). The role of trust in buyer-seller conflict management. Journal of Business Research, 64(10), 1082-1088. https://doi.org/10.1016/j.jbusres.2010.11.011 https://doi.org/10.1016/j.jbusres.2010.1... ); Ndubisi (2011Ndubisi, N. (2011). Conflict handling, trust and commitment in outsourcing relationship: A Chinese and Indian study. Industrial Marketing Management, 40(1), 109-117. https://doi.org/10.1016/j.indmarman.2010.09.015 https://doi.org/10.1016/j.indmarman.2010... )
Use different styles of management	Different styles of managing tensions can be applied, such as compromise and collaboration. Compromise involves finding mutually agreeable solutions where both parties compromise. Collaboration, in turn, seeks to achieve optimal results that satisfy all parties involved. These styles can be chosen based on the situation and the specific needs of the coopetition.	Fang et al. (2011Fang, S.-R., Chang, Y.-S., & Peng, Y.-C. (2011). The dark side of relationships: A tension-based view. Industrial Marketing Management, 40(5), 774-784. https://doi.org/10.1016/j.indmarman.2011.02.003 https://doi.org/10.1016/j.indmarman.2011... ); Osarenkhoe (2010Osarenkhoe, A. (2010). A coopetition strategy - A study of inter-firm dynamics between competition and cooperation. Business Strategy Series, 11(6), 343-362. https://doi.org/10.1108/17515631011093052 https://doi.org/10.1108/1751563101109305... )
Consider the similarities and differences between companies	The similarity between companies generally favors closer cooperation and more efficient interactions. However, it is important to recognize that similarity can also lead to tensions, especially if companies compete for the same customers. Understanding cultural and procedural differences and seeking convergence points can help manage similarity-related tensions.	Bengtsson et al. (2003Bengtsson, M., Hinttu, S., & Kock, S. (2003). Relationships of cooperation and competition between competitors. Proceedings of the Annual IMP Conference, Lugano, Switzerland.); Morris et al. (2007Morris, M., Kocak, A., & Özer, A. (2007). Coopetition as a small business strategy: Implications for performance. Journal of Small Business Strategy, 18(1), 35-55. https://libjournals.mtsu.edu/index.php/jsbs/article/view/77 https://libjournals.mtsu.edu/index.php/j... )
Valuing personal relationships	The existence of personal relationships between the actors involved in coopetition can reduce the risk of opportunistic behavior and strengthen mutual trust. Investing in developing personal relationships can be beneficial for managing tensions in coopetition.	Uzzi (1997Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35-67. https://doi.org/10.2307/2393808 https://doi.org/10.2307/2393808... ); Kemp and Ghauri (1999Kemp, R., & Ghauri, P. (1999). Cooperation and conflict in international joint venture relationship. Proceedings of the 15th Annual IMP Conference, Dublin, Ireland.); Zaheer et al. (1998Zaheer, A., McEvily, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141-159. https://doi.org/10.1287/orsc.9.2.141 https://doi.org/10.1287/orsc.9.2.141... )
Build mutual trust	Trust is an essential element for successful cooperation. It can be developed through sharing resources, communicating effectively, and fulfilling commitments. Mutual trust reduces conflict and promotes cooperative behavior.	Parkhe (1991Parkhe, A. (1991). Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22, 579-601. https://doi.org/10.1057/palgrave.jibs.8490315 https://doi.org/10.1057/palgrave.jibs.84... ); Zaheer et al. (1998Zaheer, A., McEvily, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141-159. https://doi.org/10.1287/orsc.9.2.141 https://doi.org/10.1287/orsc.9.2.141... )
Cultivate commitment	Commitment is essential for strengthening coopetition. The parties must realize that they are responsible for the goals and activities that contribute to the results of the relationship. A high level of commitment from both parties contributes to the viability of the cooperation over time.	Morris et al. (2007Morris, M., Kocak, A., & Özer, A. (2007). Coopetition as a small business strategy: Implications for performance. Journal of Small Business Strategy, 18(1), 35-55. https://libjournals.mtsu.edu/index.php/jsbs/article/view/77 https://libjournals.mtsu.edu/index.php/j... ); Ndubisi (2011Ndubisi, N. (2011). Conflict handling, trust and commitment in outsourcing relationship: A Chinese and Indian study. Industrial Marketing Management, 40(1), 109-117. https://doi.org/10.1016/j.indmarman.2010.09.015 https://doi.org/10.1016/j.indmarman.2010... )
Consider institutional factors	Institutional factors, such as social norms and the regulatory context, can also influence tensions in coopetition. Understanding and respecting these factors can facilitate interaction between competing companies in a cooperative relationship.	Mele (2011Mele, C. (2011). Conflicts and value co-creation in project networks. Industrial Marketing Management, 40(8), 1377-1385. https://doi.org/10.1016/j.indmarman.2011.06.033 https://doi.org/10.1016/j.indmarman.2011... ); Oliver (1991Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145-179. https://doi.org/10.2307/258610 https://doi.org/10.2307/258610... )

Criterion	Description	Technique adopted
Authenticity	The researcher must have contact with the field to interact with participants and access documents.	Several sources of evidence collected were used during the field research, namely: (a) interviews with relevant actors; (b) participant observations with field notes; (c) access to documents such as audio messages, news, social media, and website content.
Plausibility	Refers to the capacity of the text to make sense for the readers, that is, to have good development and structure for their understanding, in addition to being relevant to them.	Diagrams and summary tables were used to facilitate the understanding of the actor-network formation process and explain the translation processes associated with the relationships and tensions between gypsy and non-gypsy microbrewery entrepreneurs.
Criticality	The text should encourage readers to question a study’s prevailing and conventional views.	The research sought to highlight the tensions in the analyzed case, such as the view of different actors (users, entrepreneurs, and stakeholders) about the information from interviews versus those from the news, documents, and observations made.
Reflectivity	The author must contribute to the study by describing his activities and views on this research, revealing his role, as well as his idiosyncrasies and personal assumptions.	The researchers presented their position on the analyzed case, describing their routines, activities, processes, and relations.

Translation phases	Gypsy and non-gypsy breweries
Problematization	The problematization is brought into play in coopetition when, on the one hand, a brewer (gypsy) needs a place to produce without the high costs of a factory and, on the other hand, a brewer (non-gypsy) has idle space in his factory. The choice of a place to produce gypsy beer goes through a process of building trust. In efforts to demonstrate trust, non-gypsies define roles in the coopetition relationship to become the obligatory passage point (OPP). However, a relationship of trust will be established with the factory (equipment and people). What matters to non-gypsy is the factory technology, the factory staff, and the factory certificates and credentials. The OPP is the factory.
Interessement	The factory stabilizes the identity of the other actor-networks, gypsy and non-gypsy. The gypsy, as the actor-network, has the advantage of not having the factory, and the non-gypsy is responsible for the factory’s costs. The factory establishes itself as an essential actor, first to produce gypsy beer and, secondly, as an advantage of the gypsy not to worry about the production costs related to the factory since the non-gypsy brewer takes care of the costs. Thus, the factory establishes itself as an OPP, and more than that, the factory defines the roles of the other actors.
Enrollment	The gypsy brewer promotes alliances to coordinate roles. The gypsy brewer assigns himself the role of creating new recipes and thus moves the craft beer market. As they are not committed to maintaining the factory, gypsies can experiment with more recipes and launch new products alone or in conjunction with other breweries or factories. However, gypsies are linked to the factory’s production time and a market requirement of always presenting an innovation. Thus, although gypsies become an OPP when the craft beer market refers to innovation and new recipes, the factory remains.
Mobilization	The human actors-networks reinforce their roles and close the black box of coopetition between gypsies and non-gypsies. All utter the same speech: it is only with the existence of the coopetition relationship that the craft beer market innovates and remains active. With this unified discourse, the human actors agree to have roles that disguise the existing tensions involving the nonhuman actor (factory).

[1] Corresponding author:
Alexandre Borba da Silveira Universidade Federal do Paraná Av. Prefeito Lothário Meissner, 632, Jardim Botânico, CEP 80060-000, Curitiba, PR, Brazil

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Tensions in Coopetition between Gypsy and Non-gypsy Breweries in the Light of Actor-network Theory

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