Managing internal coopetition in a post-acquisition process

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.