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Disrupting the Disruptors: Startup Accelerators Feel Pressure to Evolve 

How to Apply to Y Combinator

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Corporate Accelerators

Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators

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 effec

Corporate accelerators: Building bridges between corporations and startups

Corporate accelerators need to be designed effectively to add value for startups and create innovation benefits for the company. Based on information obtained during interviews with managers and participants of corporate accelerators (n=40), managers receive a framework and strategies for designing corporate accelerators. 

Toward a better understanding of corporate accelerator models

The purpose of this article is to provide an overview of the different types of corporate accelerators, along with their objectives and characteristics in order for managers to better understand which type best fits their organization

Corporate accelerators: fostering innovation while bringing together startups and large firms

This paper aims to examine the experience of hub:raum, the accelerator program of Deutsche Telekom, to deduce potential success factors. In today’s fast-paced world, large companies strive to keep up with the disruptive changes in their markets brought by innovative startups. In face of these challenges, the paradigm of open innovation encourages firms to use internal ideas

Outsourcing creativity: An abductive study of open innovation using corporate accelerators

Corporate accelerators are organizational devices designed to bring together innovative new ventures and startups with specialist knowledge and creativity with the experience and funding of established companies. The main goal for the use of an accelerator program by an established corporation is to open up the innovation process and actively profit from the innovative capa

Situational Logic: an analysis of open innovation using corporate accelerators

Open innovation is an innovation framework proposing that established firms use external sources as pathways to new ideas, technologies, business models and markets. Within this framework, established companies can use startups, or young, growth-oriented business to help them achieve radical or breakthrough innovations

Engaging with Startups to Enhance Corporate Innovation

When it comes to agility, startups have an edge over large corporations—whereas large corporations sit on resources which startups can only dream of. The combination of entrepreneurial activity with corporate ability seems like a perfect match, but can be elusive to achieve. This article examines how large corporations from the tech industry have begun to tap 

Key Factors in Building a Corporate Accelerator Capability: Developing an effective corporate accelerator requires close attention to the relationships between startups and the sponsoring company.

Overview: Since the creation of the first innovation accelerator, Y Combinator, in 2005, corporate accelerators are increasingly being adopted as a way for established firms to source innovation from startups. However, few studies have addressed the drivers of successful accelerators. This case study examines the experience of an established, global firm that launched

Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators

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.