Cooperative arrangements among organizations have become commonplace. This applies to strategic alliances and networks, joint ventures and supply chains, value creation partnerships with customers, as well as outsourcing partnerships with service providers. However, cooperation in these arrangements only rarely leads to the complete elimination of competition; more often, it results in a shift to other areas. This has not yet been sufficiently examined and discussed in management science and practice. The contributions of Volume 17 of Management Research focus on these inter-organizational arrangements, particularly analyzing the tension between cooperation and competition in a depth and breadth not previously encountered.