000			01447nam a22001577a 4500
999			_c523230 _d523230
008			230802b ||||| |||| 00| 0 eng d
100			_aThelisson, Anne-Sophie _942193
245			_aCoopetition in a merger process: Regulators and management of cooptative tensions
260			_aInternational Review of Administrative Sciences
300			_a89(2), Jun, 2023: p.381-397
520			_aCoopetitive tensions can arise as strategic decisions are imposed on firms that challenge them to pursue competition and collaboration with other organizations. Regulators—such as the state—can interfere in merger strategies. Using a longitudinal case study, the objective of the study is: (1) to analyze which regulators influence coopetitive tensions in a merger process (including negotiation and integration stages); and (2) to explore how coopetitive tensions are coped with during the process. We found that the state and customers have architectural roles as regulators during the process (negotiation period, deal, and integration process). We explore coopetition paradox management at different levels (interorganizational, organizational, and individual levels) over the merger process.- Reproduced
650			_aStrategic management, Grand challenges, Local governance, New public management, New public governance. _939548
773			_aInternational Review of Administrative Sciences
906			_aLOCAL GOVERNMENT
942			_cAR