Many organizations depend on collective resources, including shared resources, Common-Pool Resources (CPRs), and public resources, to gain competitive advantage. These resources, requiring collaboration at distinct levels, vary significantly: shared resources involve collaboration within collective organizations (e.g., cooperatives, alliances), while CPRs and public resources necessitate inter-organizational collaboration. However, little is known about the effect of CPR use on shared resources. Strategy literature, particularly the Resource-Based View, assumes collective resources are accretive, suggesting organizations use all available resources simultaneously. Yet, collaboration at different levels may be difficult to sustain, leading to a potential negative effect of CPR use on shared resources. Such an effect could threaten the survival of collective organizations relying on shared resources, such as cooperatives. This study examines whether the use of CPRs, which require collaboration among competing organizations, reduces the use of shared resources within these organizations. We focus on the French wine industry, where cooperatives are a prevalent organizational form and CPRs play a critical role. Using original data from the French Customs Agency and unique geographic data, our identification strategy leverages an exogenous plant disease and legislative change. These methods allow us to rigorously investigate how increased availability of one resource type affects the use of another, shedding light on the interplay between CPRs and shared resources and their implications for organizational strategy and survival.
