Recent research has highlighted the importance of management for the success of dyadic coopetition strategies. Coopetition, however, does not always occur in dyadic settings. Oligo-coopetition strategies, i.e., coopetition strategy among more than two but only a small number of coopetitors, and its management remain largely understudied. Oligo-coopetition strategy simultaneously increases both the potential benefits and risks of coopetition. Past research highlights the key role of third parties in managing oligo-coopetition. However, what happens when there is no such third party? We investigate this question through a longitudinal case study of Total Group in its oil and gas exploration and production projects. The results outline how companies manage oligo-coopetition strategy without third parties. More precisely, the results first highlight three strategies of oligo-coopetition: (1) “shareholder” coopetition, (2) “vertical” coopetition, and (3) “combined vertical and horizontal” coopetition. The results, second, outline the specific organizational designs and management principles associated with these three strategies of coopetition.

最近的研究强调了管理对二元竞争策略成功的重要性。然而，合作并不总是发生在二元环境中。寡头合作策略，即两个以上但只有少数的合作者之间的合作竞争策略，其管理研究还很不充分。寡头合作竞争策略同时增加了合作竞争的潜在收益和风险。过去的研究强调了第三方在管理寡头竞争中的关键作用。但是，如果没有这样的第三方会怎样？我们通过道达尔集团在其石油和天然气勘探和生产项目中的纵向案例研究来调查这个问题。结果概述了公司如何在没有第三方的情况下管理寡头合作竞争战略。更准确地说，结果首先突出了寡头合作的三种策略：（1）“股东”合作，（2）“纵向”合作，以及（3）“纵向和横向结合”的合作。其次，结果概述了与这三种竞争策略相关的具体组织设计和管理原则。