<p>Coopetition, the interplay of cooperation and competition between firms, becomes increasingly established as a vehicle for enhancing business performance, particularly in innovation-driven industries. While prior research highlights several benefits of coopetition, the literature remains fragmented and focused on specific industries, such as manufacturing or high-tech. Other industries are underrepresented, which limits the generalizability of the results across various contexts. Our study addresses this critical gap by replicating a large-scale examination of coopetition attributes based on manufacturing firms in a contextually distinct sample of 916 creative industries firms. We use quasi-replication for data collection and analytical techniques of the original study to examine the influence of behavioural, strategic, and relational characteristics of coopetition on performance outcomes. Our study offers nuanced insights into the context-dependency of coopetition, providing empirical support for the generalizability of most coopetition-performance mechanisms across industries. Our results confirm the positive impacts of key attributes: paradoxicality of the coopetition strategy, strength of coopetitive relationships, and trust- and investment-oriented behaviours among coopetitors. Additionally, the negative impacts of the dynamics of the coopetition strategy and the asymmetry of coopetitive relationships are also confirmed. Our study also reveals several contextual nuances. Specifically, the effects of two behavioural attributes (competition intensity and formality) are statistically insignificant, whereas the impact of tensions on coopetitive behaviours shows the opposite direction in creative firms, diverging from earlier manufacturing-based findings. Hence, we extend and refine coopetition theory by identifying context-independent coopetition performance drivers, as well as drivers that are context-dependent by degree and context-dependent by substance.</p>