The absence of complete consensus regarding the value of public, private and third-sector activities in hybrid settings is often a reality and affects goal setting. Consensus can be difficult because the private sector attempts to produce shareholder value, the public sector aims to generate public value and the third sector wants to create social value. In this chapter, the observed lack of consensus operates as a starting point, and the aim is to explore how hybrids’ strategic performance goals as boundary objects enable compromises between different value definitions. In the chapter, the boundary object links dissenting communities and enables them to collaborate on a joint task. Methodologically, this mainly theory-developing chapter uses one empirical case and inductive reasoning to demonstrate theoretical ideas on how goals can be transformed into boundary objects. Furthermore, the chapter shows how the notion of boundary object helps one to see novel instrumental dimensions of performance goals related to conflict resolution as well as to the identification and creation of value networks.