Many entrepreneurship studies have focused on the role of social networks in the entrepreneurial process of transitioning from merely an idea to a functioning viable business (Katz & Gartner, 1988; Reynolds & Miller, 1992), while others have maintained focus on the acquisition of resources through social network contacts (Shane & Venkataraman, 2000; Aldrich & Zimmer, 1986). However, in the entrepreneurship literature pertaining to social networks there has been a disproportionate focus on cross-sectional studies which causes us to overlook the fact that networks are dynamic in nature, changing structurally over time (Doreian & Stokman, 1997). This study seeks to present social network configurations that cause fit between network contacts created and resources needed in creating a viable business for each stage of the venture creation process. Specifically, this research will address the following question: What are the key differences in social network orientation across the venture creation process?