Abstract: Existing theory and research on coopetition pays attention to its effect on organizational performance and innovation. However, the main reason why complex organizations cooperate with competitors is still in its infancy behind the hotspot. The purpose of this study is to scrutinize and analyze critical determinants from the point view of dynamic process. We propose that the coopetition relationship among complex organizations is a complex system with three subsystems. Present study shows that decision-makers in complex organizations should consider the degree of resource scarcity and market entry barriers they face, as well as the improvement of resource utilization and the expected market overlap in the selection subsystem, focus on communication skills of partners and their own managerial experience on coopetition in the organizational interaction subsystem and then take the new market appeal, the expected risk-sharing, the relative scope, strategic position to be some of most important factors to consider in the strategic interaction subsystem.