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The purpose of this paper is to explore and understand the needed entrepreneurial actions required to attain sustainability during the COVID-19 pandemic. Social entrepreneurial sustainability is defined as the process of developing sustainable solutions for social, economic or environmental problems that are not being addressed by the market. This paper intends to get a clearer picture of how social entrepreneurial sustainability is affected by the exogenous shocks caused by the pandemic.

A qualitative exploratory approach using a case study design was used. Semi-structured interviews with five CEOs and founders of accredited social enterprises in Malaysia that have proven sustainable were conducted. Triangulation was applied in this study through three different data sources to confirm and validate the emerging findings.

The findings reveal various innovative revenue-generating activities and business processes taken by social entrepreneurs to be sustainable during the COVID-19 pandemic, such as pivoting and forging new partnerships. Themes such as technical innovation and social innovation are critical concepts that need to be differentiated and understood. The introduction of a new construct termed “mission agility” will be of significant interest to academicians studying social entrepreneurship and sustainability.

The practical implications of this study suggest that if social enterprises implement the recommended strategies, they may achieve both short-term and long-term social entrepreneurial sustainability during the pandemic crisis and progressively into the post-pandemic era.

This study is unique by using two methods of data collection. By providing vital empirical evidence through primary and secondary data, the paper will offer robust findings and proposes recommendations on entrepreneurial strategies to foster the recovery and sustainability of social enterprises during the COVID-19 pandemic.