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    How to secure resources?

    We strive to understand how firms can increase their return on collaboration. Return on collaboration, however, touches on different aspects. First, too often we are confronted with initiatives that are weakly grounded in corporate strategy. Often, these initiatives lead to disappointment due to a lack of top management support and/or insufficient resources that are being allocated. For corporate-startup relations to materialize, securing resources is of utmost importance. But what is the process by which this can be done? How can key stakeholders within the organization be convinced to commit, especially, for the long haul?


    What makes for a good fit?

    It is important to understand how partners can increase the value they extract from 1:1 collaborations. Building on insights from a large body of alliance management literature, we ask ourselves the question to what extent these insights can be extrapolated to corporate-startup relationships. The alliance management literature has largely focused on strategic alliances between equally sized partners, stressing the importance of different types of fit between those partners to make these collaborations work. However, corporate-startup relations are characterized by asymmetry that might translate into a lack of fit on certain dimensions (strategic, organizational, etc). How can such a misfit be used in the partner’s advantages and translated into outcomes?


    One-by-one, or all together?

    Most companies do not limit themselves to a single collaborative agreement. Even when working with startups, it is likely that over time you will build up a portfolio of collaboration agreements. However, we know very little about the management of such a portfolio. Some firms take a hands-off approach and let each ventures work on its own, while others try to bring more structure by facilitating regular interaction and collaboration among the companies in their portfolio. What is the best way for your company to manage the partnership portfolio? How do you create most value – at the firm level, startup level and portfolio level?

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