Social ventures are entrepreneurial ventures whose primary purpose is to address unmet social needs and create social value (Dees, 1998; Mair & Marti, 2006). This study uses resource based theory to provide insights into how partnerships facilitate the development of innovation and earned income strategies that lead to a competitive advantage and the creation of value in social ventures. Partnerships help in the transfer of existing knowledge from one organization to another (Dyer & Nobeoka, 2000; Grant & Baden-Fuller, 1995; Mowery, Oxley & Silverman, 1996). A diversity of partnerships with entities from the public, private and social sectors provides important human and financial capital resources that assist in the development of innovative solutions and earned income strategies (Doz & Hamel, 1998; Meyskens, Robb-Post, Stamp, Carsrud & Reynolds, 2010). Innovation strategies solve social problems through pioneering technologies, processes or outcomes, and by scaling novel solutions (Dees & Anderson, 2006; Drayton, 2002). Earned income strategies develop financial revenues for services, programs or products and often enable social venture beneficiaries or clients to improve their own standard of living (Dees & Anderson, 2006; Nicholls, 2005).