This paper focuses on the collaboration practices between spin-offs and their
customers and suppliers. With empirical material from seven cases of incumbentbacked
spin-offs, we find that suppliers are highly involved in the development
of the innovation that spin-offs are based upon and specifically, the practices of
understanding customers, identifying a market gap and collaborating with suppliers.
We contribute to the spin-off literature by revealing which activities are at play for
successful spin-offs, and we contribute to practice theory by empirically uncovering
the general understandings in the perpetuation of an organization and the nets
between the spin-offs and their suppliers.