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Sammanfattning: Social enterprises are increasingly gaining ground as an organisational form in Sweden, however the institutional structures for financing these types of organisations are yet to be established. With its usual origin within the civic society, social enterprises prioritise a higher goal than to maximise economic profit, which often causes these organisations to be dependent upon resources from external constituents within its institutional environment. The aim of this study was to examine how a social enterprise, which derives from the civic society, acts to mobilise resources from constituents in its institutional environment. This was executed through a case study of Jordbro Världsorkester (JVO) - a typical organisation in the civic society which takes the form of a social enterprise - by identifying how assets were used to gain resources in strategic responses to institutional processes and examining how institutional processes affects how JVO acts. Throughout the study, qualitative interviews were conducted with JVO and constituents in its institutional environment and a theoretical framework was developed which explains how capital is used to gain more capital in an emergent strategy of strategic responses as the organisation gets in contact with institutional processes from its institutional environment. The results show that JVO used active strategic responses when they had more social and cultural capital, while passive responses were used where social and cultural capital lacked. Furthermore, the result show that JVO became a social enterprise due to institutional processes that were present in the Swedish public sector, and used that strategically to mobilise resources.