İşbirliğine dayalı inovasyonun kar amacı olmayan ortaklarda performans üzerindeki etkisi

The ultimate dividing line distinguishes co-opetition from related ideas such as cooperation and strategic partnerships. The competitive paradigm suggests that co-opetition is anti-competitive or collusion (Jorde & Teece, 1990). The collaboration aspect of co-opetition tries to produce value for all stakeholders by integrating the complementary resources of competitors. It is insufficient to comprehend co-opetition through a single lens because it is a complex and multidimensional phenomenon. Therefore, the drivers of co-opetition among competitors, the steps that lead to cooperative/competitive interactions, and the results and repercussions of such partnerships are significant to understand the impact on innovation and performance of non- profits. This study has used quantitative research design to survey the non-profits from Iraq. Purposive sampling is the most appropriate sampling technique because the study only included managers of non-profit organizations as respondents. The questionnaire was floated to 209 non- profit organizations in Iraq. 153 valid responses were collected and used for the data analysis. The results indicated that all three hypotheses are accepted. Moreover, non-profit groups that develop cooperative links to innovative climate and work toward similar goals are successful to achieve the improve performance. Further, nonprofit organizations have a higher need to engage in competitive relationships and embrace new business practices. Keywords: Co-opetition, Innovative Climate, Performance, Non-profit organizations