Small sector coopetitive potential and big corporate coopetitive potential contribute to the conditions generating unstable relations with cooperation elements dominating (square 4). Small sector coopetitive potential indicates a minor significance of coopetitive relations for the corporate growth strategies. Companies are not directly threatened by the situation in the sector and may admit that the self-reliant management is beneficial to them. That is why their coopetition inclination is not big. While a large compatibility of competitors may appear to be an insufficient condition to develop competitive cooperation.
The presented coopetition matrix and structure of its variables provide us with a basis for research into coopetitive relation characteristics in the sector and the corporate context. The matrix shows the essence of complexity of coopetition as well as its dynamic character. The model may become an important instrument to examine coopetitive relations serving a thorough analysis of the factors influencing the creation and development of corporate competitive cooperation. At the same time, it may support the process of planning and control of corporate coopetition effects.
The original coopetition model is dynamic. It enables a coopetitive relations analysis on account of time changes in sector coopetitive potential and coopetitive potential of the involved parties. The research on corporate coopetition enables its evaluation from the dynamic perspective, the indication of development trends of these relations and the consequences of these actions.
The analysis of sectoral and corporate factors influencing decisions made by companies, whether or not, to create coopetition and building the matrix of coopetition would enable us to indicate the diversified significance of both determinant groups with a dominance of the sector elements. The major