Mainstream strategy and entrepreneurship research has recognized the importance of resources and capabilities as the basis of value creating strategies that address specific markets and customers in distinctive ways, leading to competitive advantages. While we know much about particular type and attributes of resources and capabilities, we know far less about what resources are bundled and how these bundles change.

In our analysis, we analyze how resource bundles and capabilities vary among different social ventures and how resource bundle and capability portfolios explain social ventures’ performance and growth. By shedding light on the effect of resource bundle dynamics and capability portfolios on organizational performance, we aim to contribute to resource based view (RBV) and dynamic capabilities knowledge. Furthermore, by studying social ventures at different stages of their development, and over time, we aim to emphasize importance of traditionally underplayed analytical dimensions of time and dynamic change in RBV studies.