Examining the boundary management and handling of related tensions in four tripartite cross-sector partnerships, our study contributes to the discourse on organizational boundaries in two ways. First, we reveal a set of new insights into the interplay of different boundary perspectives in a non-efficiency setting and illustrate tensions that actors encounter when managing the partnership's boundaries. Second, our evidence suggests four activity-based strategies that actors use to cope with tensions when the application of different boundary logics suggests competing actions. Our study therefore advances a holistic view of organizational boundaries by linking the different boundary logics with specific activities and strategies.