Handbook of Management Scales/Private benefit, competition

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Private benefitcompetition (AVE = 0.65; CR = 0.94)[edit]

Description[edit]

The author (1) adopts a coopetition-based approach in theoretically conceptualizing value creation in interfirm alliances as a construct consisting of three dimensions: common benefit, private benefitcooperation, private benefitcompetition and (2), based on data collected in India, empirically validates a scale to measure these dimensions.

Definition[edit]

Private benefits refer to gains realized by each alliance partner individually. Private benefitcompetition is defined as a value created by the focal firm by competing against its alliance partner to outperform it in activities, which are directly linked to the alliance-related activities but take place beyond the alliance boundary (Burt, 1991; Kumar, 2010; Rai, 201_).

Items[edit]

In this relationship, we have been able to create more value because:

  • … our capabilities for leveraging jointly developed processes are better than the partner. (0.83)
  • … our capabilities of leveraging jointly developed technology are better than the partner. (0.82)
  • … our capabilities of marketing jointly developed products and services are better than the partner. (0.77)
  • … our capabilities for leveraging jointly developed intellectual property are better than the partner. (0.89)
  • … the new product and services jointly developed by us has opened up new market opportunities and customer base. (0.62)
  • … our capabilities to differentiate the product and services jointly developed by us are better than the partner. (0.79)

Source[edit]

Related Scales[edit]