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This paper intends to show how executives of social integration associations manage tensions—in organizing, performing, belonging, and learning—by attempting to maintain a balance between the two dimensions, social and economic. Based on two case studies of French work integration associations (for people with intellectual disabilities, and for single and unemployed women), our results show that both organizations provide common responses, internally, that promote the coexistence of the two salient tensions (performing and organizing). However, while the two other tensions (belonging and learning) are still latent, we point out how they could emerge as salient and should then be considered.