Mission. The fundamental goal of social entrepreneurship is to create social value for the public good, while commercial entrepreneurship aims to create profitable operations that generate private gains. This contrast is obviously exaggerated. Business entrepreneurship actually benefits society in the form of new and valuable goods, services and jobs, and can have transformative social impacts. Such transformations can even be a driving motivation for some business entrepreneurs. Nevertheless, the differences in goal and reward are useful for our comparative analysis. Our proposition is: differences in mission will be a fundamental distinguishing characteristic between social and commercial entrepreneurship that will manifest in multiple perceptions of legitimacy by stakeholders, which may also arise when the mission strategy is commercialized (Dart , 2004). The increasing institutional demands linked to the creation of dual mission logics can therefore be problematic for SEs (Pache and Santos 2010); because the different regulatory, social and cultural environments in which they operate present contradictory challenges. Specifically, one of two potential outcomes occurs: stakeholders accept the mission, but disagree on the means, or, when stakeholders disagree with the mission (Pache and Santos, For a company to continue and expand its operations, these resources must generate sufficient revenue (Haugh, 2007), and therefore support their operations (Austin et al, 2006) justify inclusion. of financial importance in their framework by arguing that "the non-distributive restriction on surpluses generated by for-profit organizations and the inherent social purpose of non-profit or for-profit forms of social enterprise". Hybrids prevent social entrepreneurs from tapping into the same capital markets as commercial revenue entrepreneurs while managing social value and multiple revenue streams.