This dissertation investigates the
phenomenon of mission drift with a
focus on identifying its sources and
mitigation strategies. Mission drift – a
deviation of social enterprises from their
original social mission and identity in
pursuit of financial sustainability - is a
significant challenge, particularly for
younger organizations. Existing research
provides a strong foundation, but there is
a need for fresh perspectives on how
mission drift occurs in various contexts,
such as market, culture, and societal
complexities, and how it is experienced
by product-oriented versus serviceoriented enterprises. Most studies have
focused on older, more established
organizations, leaving a gap in
understanding mission drift in newer
social enterprises. This research explores
this gap by examining two key questions: the factors contributing to mission drift
and the strategies implemented to
mitigate or address this risk. Employing
qualitative methods, including semistructured interviews with founders of
UK-based social enterprises, yields
nuanced findings based on participants'
backgrounds and experiences. By
applying institutional theory and
organizational theory, this dissertation
identifies novel factors that lead to mission drift and new strategies for
maintaining mission integrity. This
dissertation offers new theoretical and
practical insights, advancing the field of
social entrepreneurship by providing
fresh insights and strategies to
counteract mission drift
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