Abstract
Drawing on insights from the resource-based view and institutional theory, we examine how functional-type alliances, alliances with large industry partners, CVC, and interactions between alliances and CVC influence international intensity. Initial results support the notion that alliances and CVC appear to be supplements, rather than complements, which has important implications for resource-constrained new ventures evaluating different types of partnerships. We extend research on the identification of resources relating to and the effect of different types of partnerships on new-venture internationalization behavior, and we provide insights for entrepreneurs evaluating international strategies.