Abstract:Purpose -The aim of this paper is to develop a better understanding of the pressures that can cause mission drift among social enterprises and some of the steps that social enterprises can take combat these pressures.Design/methodology/approach -The paper is conceptual in nature. It draws on resource dependency theory, institutional theory and various extant empirical studies to develop an understanding of the causes of mission drift. This analysis is then used to examine the practical steps that social enterprises can take to combat mission drift.Findings -The paper highlights how high dependence on a resource provider and the demands of 'competing' institutional environments can lead to mission drift. Based on this analysis the paper sets out various governance mechanisms and management strategies that can be used to combat mission drift.Practical implications -The paper sets out practical steps that can be taken to try to prevent mission drift, including governance mechanisms such as constitutional and legal safeguards, separating commercial and social activities, external accreditation, and management strategies to maintain commitment to organisational values and mission, and manage key resources dependencies.Originality/value -The paper will be of value to other researchers attempting to understand the dynamics social enterprises and in particular processes that can lead mission drift, and to managers of social enterprises keen to combat these processes.

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