The Paradoxes of Coopetitive Integration in Madagascar: An Approach Based on the Actor-Network Theory

For three years, the authors have observed two clusters of small and medium-sized enterprises (SMEs) involved in the essential oil industry in Madagascar. This longitudinal observation of complementary clusters (one has a formal structure, while the other does not) helps identify a specific type of partnership between competitors-partners: integrated coopetition. Using the Actor-Network Theory to understand the way in which such different actors can come to a stable consensus, the authors propose a model of paradox management inside and between the organisations which characterise this type of partnership.