Hunt, Richard A.Townsend, David M.Asgari, ElhamLerner, Daniel A.2020-09-232020-09-232019Entrepreneurship Theory and Practice 2019, Vol. 43(6) 1166–1193https://doi.org/10.1177/1042258718778547http://hdl.handle.net/11447/3446More often than not, corporate acquisitions are expensive and difficult, especially those transacted for the purpose of advancing the aims of corporate entrepreneurship (CE). Motivated by frequent, high-cost failures, firms are experimenting with novel organizational structures and fresh approaches to acquisition-driven CE. In this study, we examine the effectiveness of corporate spin-ins—acquisitions in which the acquired company is founded by former employees of the acquiring firm—in resolving key challenges of CE-motivated acquisitions Using a matched pairwise dataset of spin-in and non-spin-in acquisitions, we discover that spin-ins generate superior outcomes, positioning them as a high-potential facet of CE portfolios.28 p.enCorporate entrepreneurshipCorporate venturingSpin-insAcquisitionsM&AArticle