Analyzing the moderating role of coopetition network size on the impact of analytics capabilities, ambidexterity, and coopetition on firm performance

Coopetition is known to impact several firm outcomes, but past research has produced contradictory insights about the role of size and number of coopetitors. It remains unclear how coopetition network size might influence the roles of coopetition, analytical capabilities, and ambidexterity on firm performance in the supply chain context. We draw on coopetition theory to scrutinize the effects of supply chain analytics capabilities, coopetition, and ambidexterity on firm performance and the moderating role of supply chain coopetition network size. We conducted a survey study on firms in the UAE, with participants holding managerial positions (n = 203), and applied PLS-SEM for analysis. The findings demonstrated that supply chain analytical capabilities, coopetition, and ambidexterity increases firm performance. Surprisingly, supply chain coopetition network size did not moderate the impact of supply chain coopetition, analytical capabilities, and ambidexterity on firm performance. The study concludes with contributions to theory and practice.