Engaging with start-ups has become crucial for large, established firms to drive digital innovation and foster an entrepreneurial culture. Start-ups are valued for their autonomy and freedom of choice. However, giving corporate start-ups (CSs) the right level of autonomy is challenging for firms. Effective CS governance requires balancing integration and independence. While previous research has explored corporate venturing, there is a lack of empirical evidence on the governance mechanisms that foster successful CSs. We conducted 40 semi-structured interviews with CEOs and managers in the German-speaking DACH region to address this, providing unique insights and empirical evidence on CSs. We develop a framework consisting of three dimensions and fourteen underlying mechanisms for managing CS governance and autonomy that can be applied to different situations and objectives. This framework is a valuable resource for researchers and practitioners in corporate entrepreneurship and digital innovation.