In this study, we proposed the concept of hyper-coopetition based on an investigation of the inter-organizational relationships of chipmakers. Hyper-coopetition is distinguished from traditional coopetition by having companies in heterogeneous industries as participants, whereas traditional coopetition is a relationship between competitors in the same industry. To investigate antecedents and processes of hyper-coopetition, we established the conceptual framework of hyper-coopetition through a literature review. We conducted a case study on leading chipmakers, including Intel, Samsung, and Nvidia, to investigate antecedents and processes of the chipmakers’ hyper-coopetition. By examining hyper-coopetition, we contributed to the relevant academic field by introducing hyper-coopetition, its typology, and a new research agenda. The analysis result also brought managerial implications for companies in a rapidly changing environment.