“…Because tensions between funder/stakeholder demands and enterprise resources exist nearly universally, several literatures already address potential responses to this tension: for example, coupling/decoupling (Boxenbaum and Jonsson, 2008; Dick and Coule, 2017; Pache and Santos, 2013), avoidance and defiance (Greenwood et al ., 2011; Oliver, 1991), bricolage (Molecke and Pinkse, 2017) and impression management and symbolic compliance (Böhling, Murguía and Godfrid, 2017; Bolino, Long and Turnley, 2016; Power, 1997, 2003; Zott and Huy, 2007). However, symbolic compliance and impression management are less well researched in the context of social enterprises, particularly nascent ones (MacLean and Behnam, 2010; Molecke and Pache, 2019; Rawhouser, Cummings and Newbert, 2019).…”