CO-OPETITION AS A STRATEGIC TOOL FOR INDUSTRIAL COMPETITIVENESS A PROPOSAL MODEL

Abstract

This paper investigates the strategic importance of adopting a co-opetition approach to enhance industrial competitiveness in emerging economies. It examines how firms facing resource limitations and organizational inefficiencies can achieve sustainable growth and innovation in competitive and uncertain environments. The study applies a qualitative methodology based on secondary data, using the Value Network framework and the Resource-Based View to analyze how collaboration among competitors, suppliers, and complementors can create new sources of competitive advantage. The findings show that selective partnerships foster innovation, strengthen market position, and improve supply chain resilience. The paper contributes theoretically and practically by extending co-opetition research to industrial contexts and providing actionable insights for firms and policymakers. The results highlight that co-opetition is not merely a theoretical concept but a strategic necessity for building resilient and dynamic competitiveness.