Knowledge strategies and coopetition capability: A gender perspective of researchers’ individual vs. collective performance

Abstract

This study explores how knowledge strategies and coopetition capability influence individual vs. collective performance of researchers working in a coopetitive context where they need to balance the paradoxical tension of sharing vs. hiding knowledge. Additionally, we analyse whether female researchers’ performance differ from their male counterparts. A survey of 140 researchers working at an R&D centre were conducted. After classifying researchers according to their knowledge strategy using a k-means cluster, the results underscore that researchers employing knowledge-sharing or knowledge-hiding strategies exhibit lower individual performance compared to those adopting a knowledge-coopetitive strategy. Moreover, our findings show an inverted U-shaped relationship between coopetition capability and individual performance. In addition, the impact of knowledge strategies and coopetition capability differs between individual and collective performance. Specifically, researchers who adopt a knowledge-sharing strategy reveal the highest collective performance, while coopetition capability contributes to collective performance in a linear manner. From a gender perspective, our results reveal that women present lower individual performance but higher collective performance. Furthermore, our study highlights the moderating role of gender in the relationship between researchers' knowledge strategies, coopetition capability, and individual vs. collective performance. This study represents a significant step about knowledge management strategies and coopetitive dynamics within R&D contexts.