The human side of coopetition: how wellbeing and coopetition capability drive goal accomplishment

Abstract

This study examines the micro-foundations of coopetition, highlighting how individuals manage the simultaneous demands of cooperation and competition in high-pressure, knowledge-intensive environments. Through a sequential mixed-methods approach, we investigate how researchers in a high-performing R&D centre in Spain navigate these tensions. Study 1, based on an analysis of 37 in-depth interviews and 4 focus groups, reveals that the demands of coopetition contribute to emotional exhaustion and burnout, ultimately hindering engagement and goal achievement. These findings emphasise the critical role of individual wellbeing in shaping coopetitive processes and outcomes, an aspect often overlooked in the literature. Building on these insights and grounded in Job Demands-Resources Theory (JD-R), Study 2 empirically tests a research model proposing that coopetition capability acta as a key personal resource. Survey data from 155 researchers show that coopetition capability helps individuals mitigate burnout, sustain engagement, and enhance both knowledge acquisition and coopetitive performance. Therefore, this study advances the literature by shifting attention to the individual as an active agent in coopetition management.