Induced coopetition and emergent cooperation: an international study on the opera houses sector

This article focuses on the formation of both co-opetition and cooperation as unintended and therefore emergent strategies. More precisely, it elucidates the role played by the institutional environment (e.g., the cultural policy makers) in triggering both cooperative and coopetitive strategies in the opera houses sector of three different countries (Australia, Germany, and Italy). By shifting the unit of observation from the organizations involved in coopetitive arrangements to the very processes of formation of coopetitive strategies, I introduce the brand-new concept of induced coopetition, discussing its relationship with imposed cooperation and underlining its relevance from a public management perspective