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PurposeThis study was designed to detect the failures in Iranian accelerators. This paper attempts to identify these effects from the perspective of accelerator managers and founders of startups. The main goals of this article are as follows: (1) What are the failures of Iran's acceleration programs from the perspective of accelerator managers? (2) What are the failures of Iran's acceleration programs from the perspective of startup teams? (3) What are some of failures of the acceleration programs that both groups agree on?Design/methodology/approachIt has been attempted to conduct semi-structured interviews with managers of corporate accelerators on the one hand and startups accelerated in these accelerators on the other. The interviewees were selected using snowball method and consisted of 9 accelerator managers out of 7 accelerators and 15 startups based on 5 accelerators. The analysis of the information extracted from the interviews and coding of the failure identified in the accelerators was performed using the thematic analysis method. In order to assess the validity of this study, an entrepreneurial doctoral student was asked to codify the interviews individually to compare the extracted codes.FindingsFinally, 34 problems have been identified that are divided into four main themes related to mentorship, acceleration program, acceleration structure and infrastructure and internal startup team problems. Overall, the greatest agreement among the failures identified as wrong orientation by untrained mentors, the lack of complementary in ability and skills of team members, the lack of knowledge of mentors, the lack of acceleration managers in entrepreneurship and the lack of a proper leader in startup teams.Originality/valueThis study aimed to investigate the failures of corporate accelerators in Iran as a developing country, which is the first survey in Iran. We have many researches about the pathology and identify failures of accelerators, but in corporate accelerators, little research has been done. The authors have a classification of failures in corporate accelerators by using thematic analysis. In this study, accelerators' managers and founders of startups were interviewed and 34 failures were identified.

Purpose To avoid wastage of resources of a startup accelerator, this paper aims to present a model for accelerator managers’ decision-making to enter startups into acceleration and initial capitalization using a fuzzy Delphi approach and an affinity diagram is one of the design thinking tools. Design/methodology/approach The high failure rate of startups has led to a waste of resources and a lot of capital. This failure rate is much higher in the early stages of startups and subsequently higher risk. This is where startup accelerators play a role in supporting startups and provide startups with the capital needed to accelerate. The point to note at this point is that choosing the team with the lowest success potential by the accelerators will eliminate their capital and energy. The purpose of this research is to avoid this wastage. Findings In this research, using the Fuzzy Delphi method and aggregation of opinions of 5 experts and managers of the acceleration field, additional criteria were eliminated and 35 criteria were considered as final criteria of the evaluation model. In the final stage, a 10-member committee of managers, specialists and faculty members was formed and the criteria were grouped using the affinity diagram method. Finally, the final model was presented considering the components of a business plan. Originality/value Using design thinking methods and a combination of that with a fuzzy and quantitative method is one of the contributions of this research. Also, making a model for selection startups in the acceleration stage of fundraising is another value of this research.

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