Handbook of Management Scales/Private benefit, competition
Private benefitcompetition (AVE = 0.65; CR = 0.94)[edit | edit source]
Description[edit | edit source]
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 | edit source]
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 | edit source]
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 | edit source]
- Rai (201_): A Co-opetition-Based Approach to Value Creation in Interfirm Alliances: Construction of a Measure and Examination of Its Psychometric Properties. Journal of Management, Vol. __, No. __, pp. __-__.