Internal coopetition between multiple supply Chains: an analysis of management mechanisms and relational components

This study examines coopetition within supply chains from an intra-organizational perspective, under the premise that complex organizations host multiple supply chains that compete for scarce internal resources. The research aims to explore this relationship by evaluating the management mechanisms and relational components. Using a multiple-case study approach, this research examines three multinational companies and develops an analytical framework integrating management mechanisms and relational components to illustrate how coopetition unfolds across multiple supply chains. The findings reveal that internal coopetition is governed by a power asymmetry between “core” and “non-core” supply chains, leading to a systematic bias in resource allocation toward supply chains that embody the organization’s most valuable and inimitable resources. The resulting framework establishes that without an explicit coopetitive mindset, organizations remain vulnerable to over-rationalized decisions or excessive reliance on informal negotiation, limiting their ability to manage internal competition constructively in the context of coopetition across multiple supply chains.