Social Inclusion Enterprises (SIEs) are hybrid entities that operate at the intersection of social and economic objectives. While earlier studies often point out the inherent tensions within this dual mission, this qualitative case study examines how SIEs in Sweden manage this complexity through stakeholder engagement. Conducting semi-structured interviews with 7 senior leaders 

From various SIEs, the research reveals that the dual mission is not a point of conflict but rather a fundamental organizing principle driven by values that profoundly influences the organization's identity and strategies.

The results show that SIEs create a diverse network of stakeholders—including beneficiaries, municipalities, and corporate partners—not just for charitable support, but to foster legitimacy through collaborative, "equal-level" partnerships and to generate earned income. The study also highlights significant challenges related to institutional rigidity, political instability, and cultural differences. In addressing these challenges, SIEs apply highly adaptive, relationship-focused engagement strategies that emphasize building long-term trust and developing internal "ambassadors" to help navigate bureaucratic challenges.

This research contributes to the understanding of hybridity by repositioning the dual mission as a source of strategic coherence and enhances accountability theory by emphasizing the vital role of informal, trust-based mechanisms in managing complex institutional environments. The study concludes with practical insights for SIE leaders and policymakers, along with recommendations for future research.