In response to recent calls for contributions on the singular processes of social entrepreneurship, this paper examines how the combination of causation, effectuation, and bricolage changes over a particular venture's life cycle. It also analyses the factors responsible for such shifts in the approach. Using a longitudinal case study of a Colombian foundation, the behaviours underlying the three theories and their alternations are analysed at three different periods in the case's entrepreneurial process: its emergence, growth and replication. The analysis provides insight into the activities that require a causation approach and those that need bricolage or effectuation. We also highlight the implications for practice.