Scholarly Works, Management

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https://hdl.handle.net/10919/24340
Research articles, presentations, and other scholarship

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Browsing Scholarly Works, Management by Author "Gnyawali, Devi R."

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    Building an entrepreneurship education program in a technology-rich environment: Virginia Tech’s entrepreneurship ecosystem
    Tseng, Chien-Chi; Townsend, David M.; Poff, Ron; Gnyawali, Devi R. (Edward Elgar Publishing, 2025-01-01)
    In recent years, the entrepreneurship ecosystem at Virginia Tech has rapidly evolved into one of the leading global university entrepreneurship programs. Through an integrated mix of curricular and co-curricular programs and initiatives, Virginia Tech is leading the way in building a world-class entrepreneurship ecosystem throughout the Commonwealth of Virginia to serve the students, faculty and staff, Commonwealth citizens, and the entrepreneurship community at large. Building on the historic strengths as a pre-eminent STEM-focused institution, Virginia Tech’s comprehensive ecosystem encompasses a unique blend of academic courses and programs, student experiential learning, and a broader support system to advance technology commercialization and entrepreneurship efforts. Dedicated to entrepreneurship education excellence, Virginia Tech pushes the boundaries of knowledge acquisition and generation by taking a hands-on, transdisciplinary approach to prepare students to be leaders and problem-solvers. As the commonwealth’s most comprehensive university and a leading research institution, Virginia Tech’s entrepreneurship ecosystem spans multiple campuses across the Commonwealth and is anchored by our primary campus in Blacksburg, VA. These innovative and comprehensive efforts and demonstrated success have led to Virginia Tech’s winning the National Model Program Award for entrepreneurship education from the United States Association for Small Business and Entrepreneurship in 2022.
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    Nuances in the Interplay of Competition and Cooperation: Towards a Theory of Coopetition
    Gnyawali, Devi R.; Charleton, Tadhg Ryan (SAGE, 2018-09-01)
    Progress in coopetition research is impeded by two problems in the literature: (a) superficial conceptualization of simultaneity and outcomes and (b) lack of theorizing about core properties of coopetition and how they influence outcomes. This paper addresses these interrelated problems and charts a path towards a theory of coopetition. We systematically analyze competition and cooperation and illuminate how the interplay between specific aspects of competition and cooperation manifests through unique coopetition mechanisms. We explicate a range of possible outcomes from coopetition—joint value creation for all firms, value creation for individual firms, and value destruction—and suggest that coopetition mechanisms help explain how and why coopetition may lead to varying outcomes. Furthermore, we explain how effective navigation of simultaneity and value creation intent, two fundamental elements of coopetition, may be instrumental in deriving beneficial outcomes. Navigating simultaneity involves balancing competition and cooperation and maintaining both at moderately strong levels, and navigating value creation consists of managing the trade-off between joint value creation and firm value creation without compromising overall value creation. By explaining how coopetition manifests, what its unique underlying properties are, and how such properties influence outcomes, our paper provides a deeper understanding of the phenomenon and progresses the literature towards a theory of coopetition.
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    Strategic Alliance Outcomes: Consolidation and New Directions
    Ryan-Charleton, Tadhg; Gnyawali, Devi R.; Oliveira, Nuno (Academy of Management, 2022-08)
    The pursuit of outcomes is the raison d’être for strategic alliances, yet the literature on outcomes is rather fragmented. Moreover, conceptual and empirical confusion exists between strategic alliance outcomes and how well the alliance is working. Important behavioral terms, such as conflict and tension, are also used without conceptual clarity. We tackle these issues by consolidating the spectrum of strategic alliance outcomes and explaining how outcomes are often intertwined. We also distill the literature regarding how well the alliance is working into three “functioning indicators” and highlight their conceptual distinctiveness vis-à-vis outcomes. We disentangle the definitions and implications of three important behavioral issues in alliances—trade-offs, frictions, and tensions—and discuss how they are rooted in partner interdependence. Lastly, we offer an “outcome-centric” perspective on strategic alliances, which shifts the emphasis from outcomes as end results to the pursuit of outcomes as explanatory starting points.
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    Value Creation and Tension in Coopetition: The Emergence of Virtuous and Vicious Cycles
    Ryan-Charleton, Tadhg; Gnyawali, Devi R. (Academy of Management, 2021-08)
    Literature on tension in coopetition has focused almost exclusively on ‘simultaneity tension’, which is rooted in the interplay of simultaneous competition and cooperation. Our paper identifies and unpacks a distinct ‘value tension’ which occurs due to simultaneous firm value creation and joint value creation in coopetition. We layout incompatibilities between firm value creation, which is collaborative, and joint value creation, which is cooperative, and articulate the inherent challenges of pursuing both simultaneously. Efforts to pursue both can pull resources in opposing directions, forego scale and scope advantages, and undermine isolating mechanisms that are at odds with each other. We illuminate positive and negative synergies depending on the extent to which firm value creation and joint value creation are pursued simultaneously and how the ensuing tension is managed. We suggest that subsequent behaviors may reinforce the positives, leading to virtuous cycles, or negatives, leading to vicious cycles. Our integration of the coopetition literatures on tension and value with broader strategic management discourse regarding value creation provides novel future-focused insights concerning coopetition and interorganizational relationships.
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    Walking the Tightrope: Coopetition Capability Construct and Its Role in Value Creation
    Rai, Rajnish; Gnyawali, Devi R.; Bhatt, Himanshu (SAGE, 2022-06-23)
    Prior research emphasizes the paradoxical nature of coopetition and the need for specialized capabilities—coopetition capability—to deal effectively with opportunities and challenges stemming from the simultaneous pursuit of cooperation and competition and to create superior value. However, we know little about the underlying conceptual properties of coopetition capability (construct clarity) and lack a reliable and valid scale to measure it (construct validity). We conduct a study in three phases to address this critical gap. First, building on paradox literature, we conceptualize coopetition capability as a multidimensional construct reflected by three underlying dimensions: coopetition mindset, analytical acumen, and executional skills. Second, we develop a 15-item psychometrically valid scale using a sample of 647 coopetitive alliances in high-technology sectors. Finally, using a matched sample of 536 coopetitive alliances, we extend the focal construct's nomological network by examining two relationships: coopetition experience's impact on coopetition capability and the effect of coopetition capability on the relationship between the coopetition paradox and value creation. Overall, our paper lays a foundation for deeper theory development and empirical research on coopetition by providing much-needed construct clarity and psychometrically valid measures for coopetition capability.