Startup failure rates in Iran remain elevated despite ecosystem expansion. Existing research on startup outcomes has examined internal resources and external support mechanisms separately, limiting understanding of their interaction. This study applies the Entrepreneurial Ecosystem framework and the Resource-Based View to analyze startup outcomes in an emerging market context. The analysis draws on semi-structured interviews with founders of 253 operational startups and 96 failed ventures. The sample includes 103 accelerated and 246 non-accelerated startups. Interviews addressed venture development, team composition, product-market alignment, resource access, and ecosystem support. Thematic analysis identifies reported success and failure factors across groups. Accelerator participation is associated with reports of enhanced mentorship access, network expansion, and funding exposure but does not consistently differentiate outcomes when internal capabilities remain weak. Product-market fit, team cohesion, and adaptive capacity are reported as differentiating factors between operational and failed ventures. Market misalignment, team conflict, and resource constraints are reported as failure conditions. The evidence indicates that ecosystem support amplifies existing organizational strengths but does not systematically compensate for fundamental resource deficiencies. The study extends empirical evidence on entrepreneurial outcomes in emerging markets by comparing success and failure factors across accelerated and non-accelerated ventures within a dual-theoretical framework.