This article focuses on the intricate nature of scaling practices in social enterprise organizations (SEOs). The research is based on case study methodology in two different institutional environments, the Netherlands and Cambodia. Comparing and contrasting these cases, the article raises questions about ways in which the institutional environments affect scaling practices. Whilst Dutch and Cambodian SEOs upscale to address market deficiencies in dissimilar institutional environments, the dominant strategy in both cases is to scale for depth impact. Under neoliberal market logic, both institutional environments converge in creating obstacles for SEOs to fully develop their entrepreneurial potential and contribute to social innovation.