Startups in a corporate accelerator: what is satisfying, what is relevant and what can corporates improve

Gutmann, Tobias; Maas, Cornelius; Kanbach, Dominik K.; Stubner, Stephan

doi:10.1504/ijeim.2020.110098

Cited by 16 publications

(33 citation statements)

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“…Moreover, we are seeing new trends in which hybrid inside-out OI models employ corporate business incubators 48 or corporate accelerators that seem to partially merge with traditional CVC activities. For instance, Telefónica (the Spanish multinational telecommunications company) can invest in startups either via Telefónica's Ventures 49 (Telefónica's corporate venture vehicle for strategic investments) or Wayra 50 (an OI hub that partners with external but is also set up to act "as an early-stage investment arm"). 51 Another example is the German multinational software corporation SAP, which established Sapphire Ventures as a dedicated fund (with in excess of $6.8b assets under management) that has invested in more than 120 companies since 2011.…”

Section: Inside-out: Cvc's Role Ranging From Accelerator Support To H...mentioning

confidence: 99%

Extending Open Innovation: Orchestrating Knowledge Flows from Corporate Venture Capital Investments

Gutmann

Chochoiek

Chesbrough

2023

California Management Review

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Although corporate venture capital (CVC) has been studied as part of open innovation (OI), assumptions about knowledge flows crossing organizational boundaries between “the inside” and “the outside” have limited those explorations. Drawing on an abductive approach to grounded theorizing, this article introduces an intuitive yet novel framework that traces the sources and applications of knowledge obtained from CVC to derive new conditions for how those investments allow companies to orchestrate knowledge flows to overcome barriers and increase their innovation effectiveness. Besides exploring traditional OI knowledge flows within the CVC context, this article further identifies and examines both outside-out knowledge flows (which help to shape an ecosystem for a corporate innovator) and inside-in knowledge flows (which overcome internal silos to achieve real innovation impact).

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Section: Inside-out: Cvc's Role Ranging From Accelerator Support To H...mentioning

confidence: 99%

Extending Open Innovation: Orchestrating Knowledge Flows from Corporate Venture Capital Investments

Gutmann

Chochoiek

Chesbrough

2023

California Management Review

Self Cite

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“…For data collection and analysis, we performed the method of Gioia et al (2013). This method offers a systematic approach for rigorously analysing and interpreting collected data, and has already been applied in other corporate accelerator studies (Gutmann et al, 2020;Shankar & Shepherd, 2019).…”

Section: Data Collection and Analysismentioning

confidence: 99%

“…For corporations, our findings give guidance to managers within business units on how to improve startup collaboration. Specifically, these managers frequently lack sufficient commitment as well as a clear strategy and interaction structure with startups (Gutmann et al, 2020). In principle, corporations do not face an absence of collaboration opportunities, but they are confronted with major challenges when attempting to make relationships with startups successful.…”

Section: Contribution To Practitionersmentioning

confidence: 99%

“…Although corporate accelerators are regarded as an important mechanism for corporate innovation, they are far from being optimally organised to best fulfil their intermediary role. In practice, the focus has recently shifted from building new accelerator programmes to reorganising existing ones (Gutmann et al, 2020). Extant accelerator programme deficiencies result in steady programme diversification and restructuring (Moschner et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Relationship-building in the post-acceleration phase of corporate accelerators: empirical evidence from Germany

Kramer

Kanbach

2023

Int Entrep Manag J

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Corporate accelerators have become a relevant intermediary that connects startups and corporations. Their strategic goal is to establish close relationships between startups and corporations that add value for both parties in the long term. While in principle startups go through an acceleration phase successfully, they may struggle to build meaningful relationships with the accelerator’s corporate parent thereafter. In research, the post-acceleration phase and its challenges for corporations and startups has not been adequately addressed to date. Therefore, the goal of this article is to shed light on how corporations and startups collaborate after startups leave an accelerator programme, and which factors hinder successful relationship-building. Grounding on 21 corporate accelerator cases containing data from 99 semi-structured interviews with corporate accelerator managers and startup alumni of accelerator programmes, we present different forms of post-programme collaboration and outline obstacles of post-programme relationship-building. Our results emphasise a key role of business units in successful relationship-building and indicate legitimacy problems of accelerators within its corporate organisation. We also provide guidance for corporations, accelerators, and startups on how to increase the success of post-programme collaboration by demonstrating manifold challenges of post-programme collaboration and showing ways how to overcome them.

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“…Gutmann, the author of several publications in this field, draws the attention to the role of corporate accelerators in providing start-ups with appropriate resources. He develops a hierarchy of program aspects and suggests improvements, examining one of the biggest institutions of this type -the Wayra accelerator of Telefónica (Gutmann et al, 2020).…”

Section: Corporate Acceleratorsmentioning

confidence: 99%

Start-up Accelerator: State of the Art and Future Directions

Bańka¹,

Salwin²,

Masłowski³

et al. 2022

ERSJ

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Purpose:The paper presents a review of the literature concerning start-up accelerators and a classification of related research untill August 2021. Approach/Methodology/Design: While elaborating the classification, the authors coded works according to the type of accelerator and implemented acceleration program. Furthermore, the paper identifies the countries, research bodies and authors who focus on research on the functioning of accelerators. The authors present how various accelerator forms operate and how they perform. Findings: The paper systematizes knowledge related to start-up accelerators available in the Scopus base and suggests directions for future research. Practical Implications: Recently a clear phenomenon is shown that is the development of a start-up ecosystem, in particular creation and professionalization of the new form of organisation that is a start-up accelerator. This entity acts as a bridge between start-ups and corporations and big enterprises, promoting success of both sides -conclusion of business contracts. More start-ups and corporations decide to collaborate with accelerators that, with their acceleration programs involving big companies, support them both. By monitoring the corporate-start-up collaboration, accelerators actively promote both parties, also in terms of generating necessary innovations to support, for instance, production, sales or service processes in big companies. An evergrowing number of accelerators and accelerator programs worldwide translates into more interest in research in this field. Originality/Value: Despite the increasing research trend related to start-up accelerators, no precise research classification has been available to date.

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Startups in a corporate accelerator: what is satisfying, what is relevant and what can corporates improve

Cited by 16 publications

References 0 publications

Extending Open Innovation: Orchestrating Knowledge Flows from Corporate Venture Capital Investments

Extending Open Innovation: Orchestrating Knowledge Flows from Corporate Venture Capital Investments

Relationship-building in the post-acceleration phase of corporate accelerators: empirical evidence from Germany

Start-up Accelerator: State of the Art and Future Directions

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