Abstract
The social and solidarity economy (SSE) has gained increasing attention as an alternative development paradigm. In Jordan, practices of solidarity and community-based support have long shaped social impact activities, yet SSE actors operate within a fragmented ecosystem characterised by institutional, financial, and regulatory constraints. While existing research often emphasises ecosystem development and institutional gaps, less attention has been paid to the role of power relations shaping these dynamics. Drawing on Foucault’s (1978) conceptualisation of power, this study examines how power relations generate tensions within Jordan’s SSE. Based on 11 semi-structured interviews with social enterprises and social impact actors, the study identifies four key themes of tension: mission–market tensions, regulatory and institutional barriers, organisational development and scaling, and external dependency and strategic instability. The findings demonstrate how power relations shape organisational behaviour, identity, and modes of organising within the Jordanian SSE ecosystem.