Abstract: This paper started from the perspective of coopetition based on the value network theory by selecting 246 enterprises from the CSMAR database of Guotai’an as samples, and applies factor analysis, multiple linear regression and Bootstrap method to focus on the internal mechanism and action mechanism of the impact of network relationship strength on performance of Chinese enterprises in the context of value network. Different from the previous studies that regard competition and cooperation as the only unread ones, this study defines coopetition strategy as the competition and cooperation strategy within the two-dimensional framework, namely it divides and defines competition strategy and cooperation strategy from the two dimensions of competition and cooperation.The empirical study shows that: under the current situation of China, the strength of network relationship has a significant positive impact on enterprise performance, which is highly consistent with the cultural characteristics of Chinese human society; In the process of network relationship strength influencing enterprise performance, both cooperative strategy and competitive strategy play a mediating effect, and the mediating effect of cooperative strategy is obviously greater than that of competitive strategy, which indicates that cooperation occupies a dominant position in the relationship between enterprises. The difference within the network significantly strengthened the positive relationship between the strength of network relationship and cooperative strategy, but the moderating effect on the relationship between the strength of network relationship and competitive strategy was not significant.The above empirical results show that Chinese manufacturing enterprises constitute a complex network of relationships. From the point of view of network strength, it can be roughly divided into strong relation network and weak relation network. Under the strong network relationship, enterprises should adopt the mode of strategic allocation which is mainly cooperative strategy and supplemented by competitive strategy. In the case of weak network relationship, the opposite strategic configuration should be adopted. In addition, enterprises should pay special attention to the role and influence of differences within the network when applying cooperation strategies, because the uniqueness and complementarity of resources caused by differences within the network will profoundly affect the cooperative relationship between enterprises. At the same time, the conclusion of this paper also shows that there is no pure competition strategy and cooperation strategy in reality. Enterprises should change their concepts, abandon the view of competition and cooperation as a one-dimensional construct, and adopt the view of competition and cooperation as a two-dimensional construct with mutual influence and different emphases, so as to better grasp the balance between competition and cooperation. The above research conclusions have a positive guiding significance and theoretical value for Chinese manufacturing enterprises to adopt correct competition and cooperation strategies and continuously improve enterprise performance.

Key words: strength of network relationship, competitive strategy, cooperation strategy, enterprise performance, network internal differences