The Impact on Management Experience on the Performance of Start-Ups within Accelerators

Wise, Sean; Valliere, Dave

doi:10.3905/jpe.2014.18.1.009

Cited by 47 publications

(50 citation statements)

References 30 publications

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“…Finally, there also remains a significant bias in the literature towards the study of accelerators in mature and advanced entrepreneurial ecosystems. Almost 90% of the literature observes accelerators and startups primarily based in the USA and Europe (Smith & Hannigan, 2015;Wise & Valliere, 2014). The contribution of our study addresses these gaps by: 1) discerning the role of accelerators homogenous in nature to ensure comparisons are precise and accurate with respect to four major performance-output parameters, i.e.…”

Section: The Resource Based View Theory and Its Application To Accelementioning

confidence: 92%

“…Our study extended the human capital theory to accelerators to view it as a resource by integrating its interplay with the RBV theory by specifically measuring the human capital of accelerators' founders and validating how the resources translate into better management and competence of accelerators. Since accelerators are structured as fixed-length and time-compressed programmes, human capital at accelerators will largely determine how the internal processes are designed to be efficient and goal-oriented with respect to the performance of the ventures (Wise & Valliere, 2014). Teams with a strong industry and management expertise enable accelerators to build strong associations within the industry for market access, influence potential partnerships, and build social networks with important stakeholders.…”

Section: The Resource Based View Theory and Its Application To Accelementioning

confidence: 99%

“…These countries are highly deficient in Human capital resources. They should hire talented managers with prior experience in the technology industry, as these managers would have built connections in the industry through their professional networks, which could provide immense value to new ventures (Wise & Valliere, 2014). The management team also must have prior start-up experience, as it delivers the much needed experience associated with running a start-up (Ko & McKelvie, 2018).…”

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confidence: 99%

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Assessing and Comparing Top Accelerators in Brazil, India, and the USA: Through the Lens of New Ventures’ Performance

Shetty¹,

Sundaram²,

Achuthan³

2020

EBER

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The objective of this article is to assess and compare the factors influencing the performance of new ventures within top business accelerators across three countries using the Resource Based View (RBV) theory. Research Design & Methods: The key analysed parameters are funding dimensions, survivability, acquisition, and growth of 1286 new ventures that graduated from the top two accelerators in Brazil, India, and the USA, i.e. countries from developed and emerging economies. Methods we used were machine learning and two independent sample t-tests. Findings: Input seed funding by accelerators played a dominant role and improved funding trajectories. The external ecosystem was an important differentiator and impacted new ventures' survivability, growth, and funding outcomes. Capabilities and competencies of accelerators differentiated outcomes within the same ecosystem while external environment dampened accelerator outcomes in emerging economies. Implications & Recommendations: Accelerators from emerging ecosystems should strive to augment their human capital and network capabilities, including seed funding, while policy-makers should improve ecosystem index values mentioned in this study. Contribution & Value Added: This is the first of its kind study that extended the RBV theory to accelerators and disentangled the effect of the external environment and RBV on accelerators across three ecosystems with a comprehensive framework of measures. It provides value to practitioners in India and Brazil by highlighting lacunae in their accelerator programs and possible approaches to address them successfully. Article type: research article

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Section: The Resource Based View Theory and Its Application To Accelementioning

confidence: 92%

Section: The Resource Based View Theory and Its Application To Accelementioning

confidence: 99%

mentioning

confidence: 99%

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Assessing and Comparing Top Accelerators in Brazil, India, and the USA: Through the Lens of New Ventures’ Performance

Shetty¹,

Sundaram²,

Achuthan³

2020

EBER

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“…Accelerators, also called seed accelerators or accelerator programs, emerged in the early 2000s, in what some consider a new generation of the business incubation model (Pauwels, Clarysse, Wright & Van Hove, 2016;Wise & Valliere 2014). Others argue that this new innovation intermediary differs considerably from incubators (Cohen & Hochberg, 2014).…”

Section: Taxonomy and Characteristics Of Acceleratorsmentioning

confidence: 99%

How Can Accelerators in South America Evolve to Support Start-Ups in a Post-COVID-19 World?

Isabelle

Sarto

2020

Multidiscip. bus. rev (Impr.)

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The COVID-19 pandemic has affected the world in drastic ways, disrupting the normal operation of the world's economic activity. Every aspect of life as we know it has changed. The business and entrepreneurship landscapes have been deeply altered. As innovation intermediaries support entrepreneurship, accelerators have become progressively prominent in the entrepreneurial ecosystem of several countries. Their development is on an upward trajectory. However, literature is scant on this newer acceleration phenomenon, particularly in some regions. Furthermore, literature on the effects of the pandemic on accelerators is non-existent. In recent years, the acceleration model has grown rapidly in South America. In this rapid response paper, we build from current literature, trends and expected post-COVID-19 scenarios to investigate how accelerators in South America will need to evolve to support start-ups in a post-COVID-19 world. We developed a conceptual model, the Post-COVID-19 World Accelerator Model, to guide business accelerator managers, researchers, policymakers and entrepreneurs. We conclude by offering future research areas urgently needed to further our understanding of emerging trends affecting accelerators and start-ups in what will be a very different business landscape post-COVID-19.

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“…A literatura acadêmica e a prática corporativa apresentam diferentes categorias de programas de aceleração, realizados por empresas estabelecidas, cada qual com sua particularidade (BATTISTELLA; DE TONI; PESSOT, 2017) e muito se discute sobre as diversas formas de como uma empresa estabelecida pode se relacionar com startups e com os diversos programas de aceleração existentes (KANBACH;STUBNER, 2016;PAUWELS et al, 2016;WEIBLEN;CHESBROUGH, 2015). Mais ainda, em virtude dos programas de aceleração terem sido estabelecidos de forma estruturada apenas recentemente, não existe na literatura conhecimentos consolidados sobre como analisar o seu desempenho e não há base conceitual capaz de avaliar o desempenho considerando critérios de inovação (WISE, SEAN, VALLIERE, 2014). Dessa maneira, verifica-se uma lacuna no entendimento sobre como esses programas podem funcionar de modo eficaz (KANBACH; STUBNER, 2016) e há uma necessidade latente de pesquisas capazes de evidenciar quais são os principais critérios que devem ser considerados visando a eficiência e a eficácia de um programa de aceleração (HOCHBERG, 2015).…”

Section: Introductionunclassified

Critérios utilizados no processo de seleção de startups para programas de aceleração.

Barbaro¹

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The process of developing innovations in established companies is constantly changing. Initially treated as a form of differentiation from other companies through large investments in Research and Development (R&D), currently, there is a significant change and breaking of old paradigms to intellectual property and the development of new products, services, and solutions. In this environment of greater openness and establishment of new relationships with established companies, start-ups, human institutions that develop new products and solutions in contexts of extreme uncertainty, applying lean processes and teams. Considering this new form of enterprise creation, established companies start interacting and seeking value through new forms of relationship. These include startup accelerators, an instrument used through a short-term program that helps startups get up and running quickly, using access networks, and sometimes including financial investment aimed at the financial return and the development of new products where, due to operational inefficiency and high bureaucracy, established companies cannot develop on their own. Despite connecting two antagonistic and paradoxical worlds for the best of both, accelerators, because of the scarcity of qualified academic material and because they are recent in the corporate world, have challenges that are not yet unraveled or explained. One of them relates to how accelerators select startups to integrate their investment portfolio. Aiming to answer this gap, the present work, through literature review and research including multiple case studies, seeks to answer what are the criteria used by accelerators to choose startups, as well as to search other relevant evidence considering the Brazilian reality. Thus, the present paper presents what are the characteristics of accelerators found in the literature, how they are classified and how the study took place over time and also to compare the studies with the Brazilian reality, presenting what the state of practice does. what the relationship between corporate practice and the theoretical study of the subject.

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The Impact on Management Experience on the Performance of Start-Ups within Accelerators

Cited by 47 publications

References 30 publications

Assessing and Comparing Top Accelerators in Brazil, India, and the USA: Through the Lens of New Ventures’ Performance

Assessing and Comparing Top Accelerators in Brazil, India, and the USA: Through the Lens of New Ventures’ Performance

How Can Accelerators in South America Evolve to Support Start-Ups in a Post-COVID-19 World?

Critérios utilizados no processo de seleção de startups para programas de aceleração.

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