Cooperative involves a major shift in paradigms as compared to
non-cooperative GT: the former focuses on the outcome of the game in
terms of the value created through cooperation of a subset of players but
does not specify the actions that each player will take, while the latter
is more concerned with the specific actions of the players. Hence, cooperative
GT allows us to model outcomes of complex business processes
that otherwise might be too difficult to describe, e.g., negotiations, and
answers more general questions, e.g., how well is the firm positioned
against competition (see Brandenburger and Stuart 1996). However,
there are also limitations to cooperative GT, as we will later discuss.