Aim. The presented study aims to assess the potential of coopetition as an additional strategy to creating an integrated model for managing strategic entrepreneurship in the tourism sector.Tasks. The authors define the concept of strategic entrepreneurship; determine and analyze the concept of coopetition; formulate the concept of strategic entrepreneurship in tourism; present the results of a qualitative study aimed at determining the most important forms of cooperation between tourism companies.Methods. This conceptual study relies heavily on the examined literature, on theoretical reasons for using strategic entrepreneurship and coopetition in tourism enterprises, and on a qualitative study aimed at identifying meaningful areas of cooperation with competitors. Results. Strategic entrepreneurship is a new field based on the integration of entrepreneurship and strategic management. If used by the management, it can significantly boost the company’s performance. However, in small and medium-sized tourism enterprises, critical resources are usually limited. As a result, they have to cooperate with competitors to gain access to additional assets and opportunities. Coopetition is used as part of the strategic activities of tourism enterprises to provide the missing resources and promote innovations that could help satisfy the needs of tourists. Conclusions. Ccoopetition as an additional strategy will improve the strategic model of entrepreneurship, helping tourism enterprises achieve better performance.