Incubation as co-creation: case study of proactive technology business development

The paper reports the findings of an exploratory case study focusing on the management of business incubation through the theoretical lens of 'co-creation'. This approach conceptualises business incubation as a process that the incubation managers attempt to orchestrate through active collaboration with the other actors involved in the incubation process. Based on the reflexive action research strategy, which provides an insider view of the incubation managers, the study illustrates how they pro-actively seek to engage the incubation parties in continuous dialogue concerning business development. The case study illustrates how the construction of a joint sphere of interaction and mutual influence among the incubation parties is a key management activity. Furthermore, the wide ranging catalyst role of incubation managers in particular is central to the perspective of co-creation of value to the client's business.