This study aims to observe how a cooperative, as a social enterprise, relies on stakeholders to fulfill the organization’s knowledge and resource needs. Social enterprises develop dual missions—i.e., social and economic motives—and thus often experience tension between these two missions. This research uses a dynamic capabilities approach to examine how both motives can be compromised with the support of stakeholders. The case study method allows us to immerse ourselves in rich qualitative data and thus has enabled researchers to explore granulated data from rare phenomena. Three outputs are expected through the adoption of dynamic capabilities: participation of heterogeneous stakeholders in cognitive processes, well-coordinated stakeholders for business fine-tuning, and internal resource coordination with stakeholders. To achieve these three outputs, social enterprises must apply dynamic capabilities iteratively, not linearly. Moreover, each stakeholder possesses diverse knowledge and resources. Therefore, the findings of this research imply that social enterprise managers must design in advance whom to collaborate with and what outcomes are expected.