The purpose of this phenomenological case study was to explore how small business leaders and entrepreneurs identify and select effective coopetitive partners. Coopetition is used by firms to gain competitive advantages through collaborative efforts with competing organizations. Coopetitive relationships present unique challenges to small business leaders and entrepreneurs; it also offers them access to new opportunities and needed resources (BarNir & Smith, 2002; Bengtsson & Kock, 2000). The findings from this research provide small business leaders and entrepreneurs with insight into the behaviors, beliefs, and attitudes regarding the identification and selection of coopetitive partners from the lived experiences of 10 small business leaders. These findings offer leaders information they may use to more effectively determine practices to support their coopetitive partnership selection process. This research used the qualitative, phenomenological case study method to examine factors used by small business leaders and entrepreneurs in their identification and selection of coopetitive partners. Research was conducted using purposeful sampling and face-to-face semistructured interviews. Participants in this research had employed coopetitive strategies successfully in conducting their business. The theory of planned behavior (Ajzen, 1991) was used as the basis for predicting behavior. This study used Moustakas' (1994) modified version of the van Kaam method of phenomenological analysis. The research findings illustrate the importance of leader relationships and networks in identifying and selecting coopetitive partners. A significant finding was the influence of customers in the selection of coopetitive partners. Additionally, this study showed how small business leaders and entrepreneurs developed relationships with their coopetitive partners and the attributes sought in their selection.