This study examines the concept of organisational hybridity and its applicability in non-profit sport organisations (NPSOs). In the non-profit sector, hybridity refers to “the complex organizational forms that arise as voluntary, charitable, and community organizations confront differentiated task, legitimacy, or resource environments” (Skelcher & Smith, 2015, p. 433). For instance, hybridity is illustrated by corporate social responsibility (CSR) practices increasingly implemented by NPSOs, that might eventually create a diversion of time, energy and money away from their core mission (Jones, 2007) potentially lead to mission drift. Understanding what hybridity means for non-profits and its impact on governance and management is timely as the hybridization process encapsulates important issues and paradoxes this study examined.