ABSTRACT
This chapter aims at identification of cultural features and culture models adopted by coopetitors operating in the video game industry. Additionally, the obtained results are compared with prior findings referring to the aviation industry. Prior research on organizational culture models carried out in the context of coopetition provided differentiated findings. This chapter supports those differences, as the most- and least-suitable models of organizational culture for coopetitors operating in the creative (video games) and high-tech (aviation) industries are opposed to each other. Therefore, this research shows models of organizational cultures adopted by coopetitors as an industry-dependent issue.
