As a current form of strategic corporate venturing or strategic innovation, so-called "venture clienting" aims to leverage "open innovation" for the strategic renewal of established companies through collaboration with start-ups.
With the help of the qualitative study carried out, empirical findings are gained on which organizational characteristics maximize the strategic value contribution of venture clienting. These are presented in an organizational framework for strategic "venture clienting" and supported by empirical data.
The results of the study offer an empirical basis for strategic venture clienting in corporate venturing theory and help practitioners in established companies to better leverage their non-equity partnerships between companies and startups for strategic innovations.