Forming Interorganizational Relationships (IORs) has become a popular alternative approach among nonprofit organizations to developing competitive advantage and increasing innovative capacity. This study examined the nature of IORs in a sample of 36 nonprofit organizations. Specifically, it assessed the effects of four components of interorganizational relationships: resources, information, technical assistance, and work and/or client upon three types of innovations: administrative, product, and process. The results indicated that the effects of IORs on innovation vary by innovation type. Implications of the study for research and social work practice are discussed.