Coopetitive tensions tend to emerge in coopetition relationships. To manage such tensions, separating collaborative and competitive activities is recommended. However, the separation of activities creates tensions at the interfaces during the integration phase. Thus, we examine how to manage complex system integration in coopetition for innovation. We rely on a case study methodology to explore an innovation project between three competitors within the European space industry, i.e., the Meteorological Third Generation project. We show that coopetitive tensions emerge after the implementation of the separation principle. We also show that coopetitors can rely on temporary common project teams at the subsystem level to facilitate the integration of complex systems. However, this formal mechanism is not enough to ensure synergies among team members. To do so, coopetitors can rely on social norms and common project culture.
