This study contributes to the sustainability literature by conceptualizing how the individual and collective identities (in terms of spiritual capital and transformational leadership) interact with the sub-dimensions of effectual orientation to achieve sustainable performance. This article uses a sample of 52 cases to analyze the empirical data. Using a fuzzy-set qualitative comparative analysis (fsQCA), this article aims to explore some of the complexities underlying sustainable performance. The analysis demonstrates that effectual orientation, spiritual capital, and transformational leadership are important but not sufficient to achieve sustainable performance; rather, it is their interaction that leads to this outcome. Moreover, despite the differences of the firm's resource constraints, the combination of effectual orientation, spiritual capital, and transformational leadership enhance social entrepreneurship.