Prior research on mission-drift in social enterprise focuses on “traditional” structures used
to combat the phenomenon, yet few studies examine the steward-ownership structure as a
viable alternative. The purpose of this study is to gain insights into how social enterprises
use steward-ownership structures to combat mission-drift. Based on the findings from
interviews conducted with 12 employees from the case organisation, and relevant external
persons, three main steward-ownership structures emerge and, under each structure, a
variety of factors that work to ensure mission adherence and fulfillment. Moreover, the
findings reveal that it is a combination of all three structures that works to combat mission-
drift, with emphasis on the specific mechanisms of each structure. These findings contribute
to literature on mission-drift and the legal structuring of social enterprises, and serve as a
practical example for organisations aiming to implement the steward-ownership model.