The main objective with the chapter is to develop theoretical and empirical insights into how university spin-offs use inter-organizational networks to cope with the uncertainties that surround the entrepreneurial process of market creation. We rely on effectuation theory to contrast between the use of predictive and emerging approaches to network strategies during early stages of venture development. In the chapter, we first employ a case study of a single university spin-off originating from Lund University. This inductive approach is followed by a questionnaire survey to university spin-offs in incubators across Sweden, where we test our tentative findings from the case study on a broader sample of fi rms. In all, we find that the use of predictive or emerging approaches is influenced by the entrepreneurial experience of the founder but also that it shifts depending on the network position of the spin-off firm during different stages of development. Moreover, the use of emerging approaches decreases over time when the spin-off ventures beyond the post-commercialization stage and when facing uncertainty about likely responses from competitors.