This article examines the relationships between research centers and related spin-offs. We identify a new incupportive model based on 41 interviews of 19 spin-offs from three research centers in Grenoble, France. This model complements the incubator and supportive model in the established literature, fostering knowledge transfer from research institutions (research centers) to business firms (spin-offs) for innovation. It also helps spin-offs identify business opportunities, manage resources, and develop alliances and complementary activities. However, this new model generates potentially unfavorable outcomes, becoming counterproductive and hindering spin-off firms’ knowledge transfer. Our findings regarding the incupportive model's positive and negative side effects enrich the spin-off literature and provide valuable practical implications for policymakers and entrepreneurs.