We examine the resource mobilization efforts undertaken by a social venture to organize the 2003 Special Olympics World Summer Games and bring about a change in social attitudes towards the cause of learning and intellectual disabilities. In contrast to previously advanced views of social ventures as powerless actors, we find instead that they are able to leverage the visibility afforded by large-scale events to create positions of mutual dependence, which allow them to access broad support bases and assert themselves in relationships with external parties. Specifically, we find that resource mobilization involves six distinct tactics rooted in the softer forms of power, namely, attraction and inducement. The use of these soft-power tactics depends upon the social venture’s goal at different moments of the relationship with its partners and the level of support available from each external party. Our elaborated theory highlights both the role and limitations of soft power in mobilizing resources and managing relationships.