Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators |
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| Institution: | 1. Entrepreneurship Development Institute of India, India and Nord University Business School, Norway;2. University of Notre Dame, United States;1. University of Oklahoma, Price College of Business, 307 West Brooks, Norman, OK 73019, United States of America;2. University of Notre Dame, Mendoza College of Business, 204 Mendoza College of Business, Notre Dame, IN 46556, United States of America;3. Indiana University, Kelley School of Business, 1309 E. Tenth St., Bloomington, IN 47405, United States of America;1. Samuel and Pauline Glaubinger Professor of Entrepreneurship, Kelley School of Business, Indiana University, Bloomington, IN 47405, United States of America;2. Brown and Williamson Associate Professor of Entrepreneurship, College of Business, University of Louisville, Louisville, KY 40292, United States of America;3. Jack M. Gill Chair of Entrepreneurship, Kelley School of Business, Indiana University, Bloomington, IN 47405, United States of America;4. Ray and Milann Siegfried Professor of Entrepreneurship, Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, United States of America;1. Texas Christian University, Departments of Entrepreneurship & Management, Neeley School of Business, United States of America;2. Indiana University, Department of Management & Entrepreneurship, Kelley School of Business, United States of America |
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| Abstract: | Corporate accelerators (CAs) are a fast-emerging form of corporate engagement with startups. Equating them with independent startup accelerators and/or corporate venturing limits our understanding of how and why corporations run CA programs and to what end. In this inductive grounded theory study, we explore how corporations design and run CAs and to what effect. This study of four CAs reveals that corporations manage accelerators via one of two distinct processes: namely, accelerating strategic fit or accelerating venture emergence. Our inductive models of these corporate acceleration processes provide new insights into how CAs operate within corporations. Strategic posture and investment time horizon influence corporations' choice of acceleration path and their identification of potential ventures for acceleration. Our study deconstructs what comprises the core corporate acceleration processes and explains how the two pathways result in distinct outcomes—nurturing innovations or nurturing ecosystems. We believe these findings can open up rich research opportunities for understanding how corporations engage with entrepreneurial ventures to enhance their entrepreneurialness. |
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