Abstract
Multinational corporations increasingly establish corporate incubators to combine their own resources with complementary resources of nascent ventures. In order to fulfill their parent's strategic objectives, corporate incubators need to turn into highly efficient resource brokers. The cross-regional embeddedness of incubation hubs leads to a high diversity of involved stakeholders and a complex resource flow among them, which requires a particular organizational design of the corporate incubator. In this context, results of this paper incorporate the recommendation of striking a critical balance between autonomy and integration that might shift depending on the parent's strategic orientation. Furthermore, this research contributes to existing literature by providing an understanding of corporate incubators as a multinational phenomenon, which has been neglected so far. Therefore, the study applies a multiple case study approach including 18 semi-structured interviews with incubation managers.
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