Maple syrup production represents a prominent form of ton-timber forest production across the northeastern, U.S. and Canada. Similar to farmers, maple syrup producers face complex scale and scope decisions about the size or product diversification of their operation. Drawing upon 24 semi-structured interviews with small- and medium-sized producers in Maine, we apply the Theory of Planned Behavior (TPB) to identify factors contributing to producers' scale and scope decisions, including common challenges they face in achieving optimal scale and scope. We find that attitude and perceived behavioral control guided by economic, personal, environmental and communal factors, contribute to scale and scope decisions with minimal influence from perceived norms. Major challenges for maple syrup producers in achieving optimal scale and scope include lack of capital to invest in technology upgrades and equipment, difficulty in finding additional accessible sugar and red maple stands, and lack of access to commercial kitchen facilities. We suggest future research, policy and management recommendations in addressing these challenges. These findings can help inform outreach and policy strategies to support the viability and sustainability of the maple syrup industry as well as be extended to other non-timber forest production practices.