@article{MAKHILLIBM201913727446,
    title = {Competitive Intensity, Strategic Capabilities and Strategic Business Choices:
Competitive, Cooperation or Coopetition.
The Case of Tunisian Manufacturing Industries},
    journal = {International Business Management},
    volume = {13},
    number = {7},
    pages = {256-265},
    year = {2019},
    issn = {1993-5250},
    doi = {ibm.2019.256.265},
    url = {https://makhillpublications.co/view-article.php?issn=1993-5250&doi=ibm.2019.256.265},
    author = {Asma},
    keywords = {Competitive intensity,strategic capabilities,competitive strategy,cooperation,coopetition,data},
    abstract = {This propose to study the comparative explanatory factors (external and internal) of coopetition,
cooperation and competitive strategies and consequently to explain the croissant recourse to coopetition in the
detriment of other strategies. By adopting a quantitative hypothetico-deductive approach based on the structural
equations method in data analysis, the study show that a highly intensity of competition coupled with a high
need in strategic capabilities favors coopetition. However, when the intensity of competition is limited but the
need for is slightly higher, companies are better off adopting pure cooperation. However, competitive strategies
are conducted in a high competition’s intensity and in an exceed’s strategic capabilities situations.}
    }