PurposeThe paper's purpose is to present qualitative findings describing entrepreneurial differentiations between non‐profit organisations along a social economic continuum. The paper aims to focus on those non‐profit organisations classified as “social” and those more entrepreneurial behaving organisations classified as “social commercial”.Design/methodology/approachThe data were taken from recent research examining current classification systems and performance measurement indicators applied to not‐for‐profit and for‐profit organisations in an Irish regional context. Having reviewed the extant literature on classification systems and measurement indicators for non‐profit organisations, the social economic continuum model and theoretical measurement framework were developed. In order to test the models, the study employed a pragmatist mixed methodological approach; employing quantitative surveys and in‐depth interviews.FindingsThe paper presents key entrepreneurial differentiating themes between “social” and “social commercial” organisations, and discusses the triggers that produce a “hologram” effect or style of management in the third sector.Practical implicationsThe identification of entrepreneurial themes allows for the analysis of the non‐profit organisations from overly social in their activities and presentation, to overly economic in their behaviour. It allows for a greater understanding of the management processes employed by non‐profit organisations to create social value and meet their social aims and purpose.Originality/valueThe paper carries out a unique inter‐sector comparison of non‐profit organisations to determine entrepreneurial differentiations amongst non‐profit businesses employing entrepreneurial methodologies and behaviours to achieve social good.

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