Program and Development Research

Program and Development Research

Identification, Modeling and Scenario Analysis of the Acceptance Factors of Coopetition Strategy in the Health Sector (Case: Kashan and Aran & Bidgol)

Document Type : Original Article

Authors
1 Assistant Professor, Department of management and Entrepreneurship, Faculty of Financial Science, Management and Entrepreneurship, University of Kashan, Kashan, Iran, (Corresponding Author).
2 Assistant Professor, Department of management and Entrepreneurship, Faculty of Financial Science, Management and Entrepreneurship, University of Kashan, Kashan, Iran.
10.22034/pbr.2024.210263
Abstract
The current research was conducted with the aim of identifying, modeling and analyzing the scenario of coopetition acceptance factors in the health sector. For this purpose, in the first step of the research by using semi-structured interviews with experts in the health sector, 44 acceptance factors for coopetition were identified. Following this stage, the factors were categorized in 13 categories: "stakeholder engagement", "management attitude", "organizational factors", "Previous experiences in coopetition", "Society culture", "cognitive skills", "manpower characteristics", "management ability", "complementarity", "special conditions", "organizational culture", "legal conditions", and "perceived benefits". In the second and third stages, in order to identify key factors, scenario analysis was conducted. The results of the cognitive mapping show that "stakeholder engagement" is the dependent variable, "previous experiences in coopetition", "society culture", and "special conditions" are driving variables and other common variables. The "stakeholder engagement", "managerial attitude", and "legal conditions", have highest degree of influence from other factors, and the "management ability", "managerial attitude", and “perceived benefits", have the highest degree of greatest influence on others factors. Also, the "managerial attitude", "managerial ability" and "stakeholder engagement" have the highest degree of centrality. The path analysis results highlight the significance of "managerial attitude" and "managerial ability" in backward scenarios, as well as "organizational factors" and "perceptual skills" in forward scenarios. The findings suggest the need to attract capable managers, boost the self-confidence and flexibility of human resources, and foster associations among competitors.
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