| Summary: | 碩士 === 靜宜大學 === 管理碩士在職專班 === 98 === Coopetition has been regarded as “competition and cooperation”, less attention has been paid on “competition in cooperation”. Previous research studied internal competition focusing on more in intra-organizational settings other than in inter-organizational settings. The debate, whether internal competition in an alliance or network positively or negatively impacts on performance, has not yet reached a convergent conclusion. Previous scholars have asserted the positive effect as well as the negative effect. However, internal competition could be beneficial if it has been well-managed. The association between internal competition and performance may vary with the management mechanisms in the alliances or networks. Thus, the purpose of this article is to address the issue of managing internal competition in cooperative networks. Conducting by in-depth case study of 3 banking networks with 19 branches at Taichung regional center in Taiwan, this study analyzes how the regional center managed the inter-branch competition to contribute to performance, revealing the following findings:
(1) In a network where friendly competition is strong, less management mechanism is needed, the resulting performance is high.
(2) In a network where friendly competition is weak, more management mechanism is needed, the resulting performance is high.
(3) In a network where vicious competition is strong, more management mechanism is needed, the resulting performance is high.
(4) Proposition 6: In a network where vicious competition is weak, less management mechanism is needed, the resulting performance is high.
This article proposes the propositions for future research and the implications for practice.
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