As the amount of research on social entrepreneurship increases, most of the extant literature still utilizes case studies to analyze the phenomenon (Mair & Martí, 2006) while systemized data collection is lacking. These trends arise from difficulties in measuring the value created by social ventures (Dees, 1998). Applying a resource-based view to evaluate social ventures is an alternative means to assess competitive advantage (Wernerfelt, 1984). This is appropriate given social entrepreneurs efficiently mobilize resources often through cross-sector partnerships to achieve their objectives (Austin, 2000; Dees, 1998; Waddock & Post, 1991). Nevertheless, the literature has not empirically evaluated social ventures by assessing their resources. This study focuses on: 1) What are the partnership and general strategies employed by social ventures? And 2) How do partnerships assist social ventures in achieving their goals? Understanding what role partnerships play in the effectiveness of distinct types of social ventures is important in creating economic and social value.