While organizational sponsorship literature discusses creating resource-munificence through buffering, bridging, and curating, we used a longitudinal approach to collecting in-depth non-participant observations, interviews, and other data from a unique accelerator to develop an inductive model of organizational sponsors’ communizing. Findings show how peer interactions within an accelerator generate four types of non-financial Penrosean resources that reduce costs of knowledge acquisition, simulate serial entrepreneurship experiences, and induce proclivity towards partnerships both within and outside accelerators. These lead to founders relying less on external funds, retaining control over their ventures, and having a larger set of options for their endgames as they develop their ventures.
