Majority of researches on coopetition management focuses on dyadic relationships and little research are made at a network level. Our research, based on an in-depth case study in the banking industry, determines the principles of management of coopetition at a network level and what tools can be implemented. We observe how actors rely on management accounting tools to manage coopetitive tensions within the network. We propose a concrete characterization of network coopetition and our study suggests the existence of specific coopetitive tensions at the network level.
