Often entrepreneurship may be more about the strategic creation of an interorganizational network than of an organization. Based on a revelatory case study from a rather traditional industry in a vibrant entrepreneurial ecosystem, we argue that once startups replace organization creation by means of network creation they are confronted with a series of tensions that have to be managed in the unfolding process. We analyze how tensions at the beginning of the entrepreneurial journey – being unknown in the field, lacking an elaborated organization, and facing competition – are tackled under these circumstances with relational practices. Our findings enrich the body of research on entrepreneurship and interorganizational networks by unearthing those relational practices that help – across analytical levels and time – to address legitimacy, complexity, and reciprocity challenges.
