The coopetition paradox and tension in coopetition at multiple levels

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How do micro-firms manage coopetition? A study of the wine sector in France (2018, background): “To avoid tensions, employees and managers must understand/accept emotional ambivalence, enabling them to adopt a coopetition mindset (Fernandez et al., 2014; Oshri and Weber, 2006; Raza-Ullah et al., 2014).”
“All for One and One for All?” - Knowledge broker roles in managing tensions of internal coopetition: The Ubisoft case (2019, background): “technologies to launch new products or access new markets, whereas the competitive dimension is essential both to avoid complacency between organizations and to motivate rapid internal innovation (Quintana-Garcia and Benavides-Velasco, 2004; Park et al., 2014; Raza-Ullah et al., 2014).”
The coopetition paradox and tension: The moderating role of coopetition capability (2016, background): “Our findings suggest that although directly and positively related to each other, both constructs are distinct such that a paradox is an antecedent of tension (Raza-Ullah et al., 2014).”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “…activation of cognitive managerial frames (Smith and Tushman, 2005), organizational restructuring mandates (Lüscher and Lewis, 2008), the creation of inter-firm boundaries (Raza-Ullah et al., 2014), and environmental-level factors such as plurality, change, and scarcity (Smith and Lewis, 2011).”