Corporation–start-up collaboration: how can the tensions stemming from asymmetries be managed?

Corporation-start-up collaboration (CSC) generates strategic and managerial challenges. Building on resource dependence theory (RDT), this study examines these challenges through the lenses of asymmetries and tensions. Although existing research has investigated several types of tensions and mechanisms, the tensions generated by asymmetries in CSC and their management remain underexplored. Conducting exploratory qualitative research, we investigated five innovation projects involving Enedis, i.e., the leading French energy network provider, and five start-ups with different characteristics. Adopting a dynamic approach, we elucidated seven types of tensions stemming from six asymmetries requiring adequate management. This management relies on a hybrid model, combining three formal and two informal mechanisms. Our study thus contributes to the literature on CSC. Considering asymmetries and innovation process phases, we provide guidance for managing tensions in collaborative innovation projects.