While multibusiness organizations can adapt and achieve superior performance in multiple ways, a key lever resides in the creation of internal dynamics of coopetition, i.e. simultaneous competition and coop-eration among the firm’s business units. Prior research identifies various structural arrangements condu-cive to internal coopetition. Our case study of a major, multibusiness airline firm reveals that corporate managers enacted these structures by adapting practices they previously used to promote internal compe-tition and that initially prevented coopetitive action. We elaborate a process model of ‘repurposing prac-tices’ and explicate four, interrelated repurposing moves that corporate managers can engage to adapt existing practices and promote internal coopetition. Our key contribution is a richer practice theory of coopetition that recognizes holistic change in practices as important to creating internal coopetition and shows that repurposing practices is a core process for producing such holistic change.