Managing internal coopetition in a post-acquisition process

Boutheina Zouabi Ouadrani, Kaouther Ben-Jemaa-Boubaya, Foued Cheriet (), Olivier Furrer () and Laure Dikmen ()
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Boutheina Zouabi Ouadrani: UR - Université de La Réunion
Kaouther Ben-Jemaa-Boubaya: EDC - EDC Paris Business School
Foued Cheriet: UMR MoISA - Montpellier Interdisciplinary center on Sustainable Agri-food systems (Social and nutritional sciences) - Cirad - Centre de Coopération Internationale en Recherche Agronomique pour le Développement - IRD - Institut de Recherche pour le Développement - CIHEAM-IAMM - Centre International de Hautes Etudes Agronomiques Méditerranéennes - Institut Agronomique Méditerranéen de Montpellier - CIHEAM - Centre International de Hautes Études Agronomiques Méditerranéennes - INRAE - Institut National de Recherche pour l’Agriculture, l’Alimentation et l’Environnement - Institut Agro Montpellier - Institut Agro - Institut national d'enseignement supérieur pour l'agriculture, l'alimentation et l'environnement, Pôle Vigne et Vin - L'Institut Agro - Institut Agro Rennes Angers - Institut Agro - Institut national d'enseignement supérieur pour l'agriculture, l'alimentation et l'environnement - Institut Agro Dijon - Institut Agro - Institut national d'enseignement supérieur pour l'agriculture, l'alimentation et l'environnement - Institut Agro Montpellier - Institut Agro - Institut national d'enseignement supérieur pour l'agriculture, l'alimentation et l'environnement
Olivier Furrer: UNIFR - Université de Fribourg = University of Fribourg
Laure Dikmen: IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers

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Abstract: Purpose This study explores how internal coopetition – cooperative and competitive behaviors among units within the same company – evolves during a post-merger or acquisition integration. It investigates whether and how this coopetition can reach an "optimum" to maximize benefits and minimize risks. Design/methodology/approach The research uses the case study of a French retail group that has undergone multiple acquisitions, based on 16 semi-structured interviews with key managers, an analysis of internal and external documents, and thematic analysis using NVivo. Findings The findings reveal that internal coopetition follows a nonlinear process, characterized by phases in which competition predominates and others in which cooperation intensifies. Effective and strategic management of this dynamic process is essential to achieving an optimal balance, enabling the organization to leverage the advantages of cooperation while maintaining the necessary level of competition. The evolution of coopetition depends on managerial decisions, particularly at the top level, and can foster the development of specific coopetitive management skills applicable to other strategic contexts. Research limitations/implications However, a limitation of the study is its use of a case study methodology, which, to some extent, limits the generalizability of the results. This limitation calls for further empirical testing on larger samples to corroborate the findings. Practical implications From a managerial perspective, this research highlights the central role of coopetition management in building and maintaining an optimal coopetitive balance. It offers operational implications for managing internal relationships post-acquisition and for identifying managerial levers likely to foster successful and sustainable integration. Social implications The cyclical evolution of coopetition impacts working relationships, influencing collaboration, trust and the social climate, which are essential for the successful integration of teams from the merged entities. Originality/value The study is original, as it is the first to introduce the concept of coopetitive optimum into the analysis of coopetitive interactions and to add a temporal dimension to this analysis.

Keywords: Internal coopetition; Post-merger integration; Coopetitive dynamics; Strategic management (search for similar items in EconPapers)
Date: 2026-06-19
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Published in Management Decision, In press, pp.1-20. ⟨10.1108/MD-06-2025-1736⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05666812

DOI: 10.1108/MD-06-2025-1736

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