This study investigates the management of internal coopetitive tensions among business units (BUs) in multiunit organizations from a management-control perspective. Existing research on internal coopetitive management has acknowledged the role of principles and mechanisms in managing these tensions but has paid less attention to the role of controls. Drawing from the literature on management control, we follow the package perspective, which suggests combining technical and social controls to manage tensions in organizations. The question becomes how a package of technical and social controls can manage coopetitive tensions. This longitudinal case study of a leading French multiunit company in the banking industry therefore (1) provides evidence of coopetitive tensions between two BUs; (2) highlights how a package of controls was used to manage these coopetitive tensions; (3) demonstrates how this package increased competition and generated competitive tensions between the BUs; and (4) describes how a new combination of controls was adapted to manage these additional tensions. These findings thus enrich the coopetition management literature by revealing (1) the essential role of controls in managing internal coopetitive relationships among BUs; (2) the package of controls for effectively managing internal coopetition; and (3) the dynamic interactions between the use of controls and tensions among BUs.

本研究从管理控制的角度研究了多单位组织中业务单位 (BU) 之间内部竞争紧张的管理。现有的内部竞争管理研究承认原则和机制在管理这些紧张关系中的作用，但很少关注控制的作用。根据有关管理控制的文献，我们遵循一揽子观点，即建议将技术和社会控制相结合来管理组织中的紧张局势。问题是如何通过一系列技术和社会控制来管理竞争紧张局势。因此，对银行业一家领先的法国多单位公司的纵向案例研究（1）提供了两个业务单元之间竞争紧张关系的证据；(2) 强调如何使用一揽子控制措施来管理这些竞争紧张局势；(3) 展示该方案如何增加业务单元之间的竞争并造成竞争紧张；(4) 描述了如何采用新的控制组合来应对这些额外的紧张局势。因此，这些发现通过揭示以下内容丰富了合作管理文献：（1）控制在管理业务单元之间的内部合作关系中的重要作用；(2) 有效管理内部竞争的一揽子控制措施；(3) 控制措施的使用与业务单元之间的紧张关系之间的动态相互作用。