Abstract: This propose to study the comparative explanatory factors (external and internal) of coopetition, cooperation and competitive strategies and consequently to explain the croissant recourse to coopetition in the detriment of other strategies. By adopting a quantitative hypothetico-deductive approach based on the structural equations method in data analysis, the study show that a highly intensity of competition coupled with a high need in strategic capabilities favors coopetition. However, when the intensity of competition is limited but the need for is slightly higher, companies are better off adopting pure cooperation. However, competitive strategies are conducted in a high competition’s intensity and in an exceed’s strategic capabilities situations.