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Corporate firms establish start-up collaboration programs with the objective of strengthening their innovative power and securing their market positions. Start-up founders involved in corporate collaboration programs operate in two different worlds: they are independent founders of their own companies while simultaneously being part of a corporate firm. This book answers the question of whether corporate entrepreneurs in start-up collaboration programs make decisions more similarly to independent entrepreneurs or corporate managers. Based on a qualitative study and an incentivized decision-making experiment, the author examines different forms of corporate startup collaboration, investigates the relationship between founders and corporates, and compares decision-making patterns across independent entrepreneurs, corporate entrepreneurs, and corporate innovation managers.