Some of the most important competences that are necessary in a growth scenario are the ones that allow new ventures and interorganizational partnerships to happen. Companies that are prepared to make these movements will be able to benefit from a competitive advantage against its competitors. The creation of these competencies becomes possible through analysis, adjustment and development of the organizational aspects related to them. This study had as its final objective to construct a framework listing these aspects. To achieve this objective, a case study was carried out at Petrobras, a company that is investing in the development of these competencies. For this purpose, a bibliographic revision was carried out, including the theories about strategic management, core competencies, resource-based view, organizational design, networks, partnerships, entrepreneurship, acquisitions and new ventures. From this bibliographic revision, it was possible to extract some issues to explore the organizational context where the process of construction of new ventures and interorganizational partnerships is immersed. These issues, organized in categories, generated a questionnaire to be used in the interviews with the professionals working in this process. It was possible to verify that a company shall develop some key-aspects, as strategic integration, survival of these activities, structure adjustment, use of resources and competences, relationship between areas, alignment of the processes and systems, fit of people, interaction with partners and organizational learning. The study contributes for the companies to prepare itself, through the analysis of the listed issues, to make new ventures and partnerships happen.