Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

This study explores the importance of organizational culture for coopetition, and identifies the cultural profile of coopetitors operating within an innovation network. Although organizational culture's role in interorganizational collaboration is long established, coopetition settings have not received a similar attention. This exploratory study sheds light on the role of culture for coopetition, and scrutinizes organizational culture using the Competing Values Framework. Our findings suggest cultural differences between coopetitors versus non-coopetitors. Coopetitors display a cultural profile typical to hierarchy, as they describe themselves as more stable than flexible and more internally than externally focused in their strategic orientation. Interestingly the culture model typical for coopetitors, has been identified as the most distant for non-coopetitors, while the second typical model for non-coopetitors i.e. adhocracy has been identified as the most distant for coopetitors.