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This paper presents the management practices and organisational behaviours that influence and inform social innovation (SI) strategy in social enterprises (SEs). Based on previous studies, we theorise that a collaborative and user-centred approach and a participatory organisational culture positively relate to social innovation performance. Data were collected from 78 SEs in the UK and analysed with ordinary least squares (OLS) regressions. Findings confirmed that cooperation with the community, beneficiaries and universities, development of solutions based on the community's needs, design thinking, and people inside the SE who have intrapreneur behaviour have a positive linear relationship with SI performance. Our paper proposes a framework that indicates the what, why, and when of the social innovation strategy, highlighting the essential role of community, universities, and embeddedness of users throughout the whole innovation process. This knowledge is crucial for SEs and policymakers to assess which practices they should prioritise and focus their scarce resources on and what behaviours should be encouraged/developed to manage SI strategically. • The relationship between SEs' management practices and SI performance was investigated in 78 UK SEs. • Results show cooperation with community and universities, user centred approach and intrapreneur behaviour are positively related to SI performance. • We present a framework that indicates the what, why, and when of the SI strategy. • Guidance on how practitioners can enhance the SE's ability to innovate socially is offered. [ABSTRACT FROM AUTHOR]