We build on previous research in order to identify fruitful avenues by which to interpret our empirical data. We explore the literature on coopetitive relationships, multiparty alliances and knowledge-intensive organizations, as our central focus of attention. From the literature, we deduct three dimensions involving management mechanisms that are relevant on the organizational level: heterogeneous resources, separation of competition and cooperation, and relational capital. The list is presented in Table 8.1. One aspect of relationship management includes partner selection. According to Bengtsson and Kock (2000) coopetitive relationships should be forged among organizations with heterogeneous resources. The merging of unique and complementary resources can be advantageous both to cooperation and competition, in terms of creating new value. Complementary assets require cooperation, as it provides organizations with access to resources they lack (Powell et al. 1996).