This paper attempts to show the effect of the culture of the coopetitors on the two components of coopetition, between VSEs. Our methodology is quantitative exploratory based on data from a questionnaire administered to 652 drivers of eleven nationalities. Correspondence factor analysis and moderation and mediation tests were used to process the data. The exploration indicates that individualistic national and transnational cultures influence the structure of coopetition. The tests specify these influences. Indeed, the individualistic transnational culture of the actors has a negative moderating effect and a confounding effect on competitive coopetition. In addition, it negatively moderates balanced coopetition. Individualistic national culture has a positive moderating effect and an inconsistent mediating effect on competitive coopetition. The theoretical contribution of this research makes it possible to specify the cultural influences of the actors on the tensions between cooperation and competition in the dynamics of coopetition. Taking into account the cultural dimension and its influences makes it possible to theoretically specify the dosage between the components of coopetition. This consideration will allow managers to position themselves in their business relations on a national and/or transnational scale, to take advantage of this dynamic.
