We explore how tensions emerge during scaling processes of social enterprises and how these organizations manage scaling tensions to avoid a possible mission drift. The results of our case study show that scaling tensions emerge as social-business tensions and social-social tensions, and are dealt with by either integration (scaling in line with the social mission) or separation (scaling at the expense of the social mission). Whilst the existing social entrepreneurship literature tends to focus on social-business tensions that result from institutional hybridity, we particularly explore how social-social tensions emerge during scaling. We aim to extend the emergent literature on social entrepreneurship, maintaining hybridity in hybrid organizations and scaling of social enterprises by introducing an integrated scaling tension model.