Abstract
The dualism of collaboration and competition in coopetition arrangements is an enabler but also, a limitation to firm-level value capture. With the assumption that firms may have different alignments for value capture, we employ a configurational approach. A fuzzy-set qualitative comparative analysis (fsQCA), based on a sample of 222 small and medium-sized enterprises (SMEs), finds configurations of consistently high and low firm-level value capture. In their pursuit of an above-average value capture, SMEs can focus on value creation in the innovation or the market domain. Commonalities related to market overlap are a necessary condition for high value capture in coopetitive arrangements. A formal coopetition strategy and past coopetition experiences underlie dissimilar configurations concerning SMEs’ age and size. Formal coopetition strategy also triggers value capture only for mature SMEs. Instead, small SMEs can achieve high value capture in leveraging their coopetition experiences. However, solely relying on coopetition experiences without establishing a coopetition strategy characterizes most dysfunctional value capture configurations of SMEs.