106attempt to—using Foss and Klein’s concept (2012)—“organize” entrepreneurial and creative meetings, based on regional and local conditions where unthought-of information can emerge. This explains the usefulness of providing creative arenas.

Consequently, it is possible to find theoretical support for organizing these different kinds of creative arenas. However, the questions remain, what is lacking in the local environment? What needs to be supplemented with these types of arenas? How can a better understanding of the incentives and motivations for individual entrepreneurs be developed?

5

Discussion and Conclusions

The empirical material discussed in light of various established theoretical perspectives suggests that there is no once-and-for-all best way to initiate and promote startup processes in local contexts. Thus, there is no once-and-for-all theoretical grounds for a simple and general program theory. One voice summarizes the complexity of innovation support: Nobody knows in advance what to do when starting a successful business, and what to do

when you want to support a company. It changes over time. . . . the entrepreneurial journey is

never predictable, and the development process is rarely a piece of cake. Therefore, the

incubator must also be innovative in itself and able to adapt its own business model to each

case, to the company’s operations, and to the individual’s skills and experiences.