ORCID

Abstract

This study examines how perceived cluster resource attractiveness (PCRA) shapes coopetition among co-located firms and how coopetition translates those resource perceptions into knowledge sharing and innovation. Building on the resource-based view, we model coopetition as the mechanism through which managers leverage valuable, unique, and complementary cluster resources into firm outcomes, and we theorize that engagement mode in cluster activities conditions this translation. Using survey data from 221 firms in a business cluster, we estimate a moderated-mediation model with regression and corroborate the results with a latent-variable SEM robustness check. Findings show that PCRA increases coopetition, and coopetition in turn enhances both knowledge sharingand innovation. However, the indirect effects depend on participation type: formal participation attenuates the coopetition to outcome link, especially for innovation, informal participation is directionally positive but statistically non-significant, and an aggregate participation robustness test confirms attenuation when firms engage in formalized participation. The study introduces PCRA as an operationalization of cluster-level resource heterogeneity, positions coopetition as an RBV-consistent mechanism, and identifies governance-based boundaryconditions limiting the returns to coopetition. Practically, managers should leverage informal ties and selective formal involvement to convert cluster resources into knowledge and innovation while avoiding overformalization that can dampen coopetitive gains.

Publication Date

2026-01-01

Publication Title

Industrial Marketing Management

Volume

132

ISSN

0019-8501

Acceptance Date

2025-12-12

Deposit Date

2025-12-24

Funding

DANIDA Fellowship Centre

Keywords

Business clusters, Coopetition, Knowledge sharing, Innovation, resource-based view (RBV)

First Page

198

Last Page

213

Download

Share

COinS