Leveraging Corporate-Startup Engagements: A Multiple Case Study Exploring Corporate Accelerators’ Post- Acceleration Activities
(2020) ENTN39 20201Department of Business Administration
- Abstract
- This study focused on examining what post-acceleration startup management practices (‘activities’) corporate accelerators conduct and how these activities contribute to strategic value creation for the parent company. It was found that the post-acceleration phase is separated into three levels of post-acceleration activities and their strategic value contributions. Firstly, the resource level aims to deliver strategic value through knowledge and customer development to the parent company by providing resource-based post- acceleration support for the startups. Secondly, on the relationship-level, corporate accelerators build a close, informal and supportive partnership with the startups in order to promote innovation, new technology, and... (More)
- This study focused on examining what post-acceleration startup management practices (‘activities’) corporate accelerators conduct and how these activities contribute to strategic value creation for the parent company. It was found that the post-acceleration phase is separated into three levels of post-acceleration activities and their strategic value contributions. Firstly, the resource level aims to deliver strategic value through knowledge and customer development to the parent company by providing resource-based post- acceleration support for the startups. Secondly, on the relationship-level, corporate accelerators build a close, informal and supportive partnership with the startups in order to promote innovation, new technology, and innovative talent. Thirdly, on the strategic-level, collaborations with the parent company and strategic investments through a corporate venture capital unit are facilitated in order to foster newstream and incremental innovation ability. Furthermore, within the strategic-level, it was found that corporate accelerators nurture a close relationship with corporate venture capital units to increase strategic value creation for the parent company. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9014484
- author
- Dan, Cleo LU ; Hackenberg, Tom LU and Wudarczyk, Dominik LU
- supervisor
- organization
- course
- ENTN39 20201
- year
- 2020
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Corporate accelerators, corporate venture capital, corporate venturing, open innovation, corporate-startup engagement
- language
- English
- id
- 9014484
- date added to LUP
- 2020-06-25 16:03:54
- date last changed
- 2020-06-25 16:03:54
@misc{9014484, abstract = {{This study focused on examining what post-acceleration startup management practices (‘activities’) corporate accelerators conduct and how these activities contribute to strategic value creation for the parent company. It was found that the post-acceleration phase is separated into three levels of post-acceleration activities and their strategic value contributions. Firstly, the resource level aims to deliver strategic value through knowledge and customer development to the parent company by providing resource-based post- acceleration support for the startups. Secondly, on the relationship-level, corporate accelerators build a close, informal and supportive partnership with the startups in order to promote innovation, new technology, and innovative talent. Thirdly, on the strategic-level, collaborations with the parent company and strategic investments through a corporate venture capital unit are facilitated in order to foster newstream and incremental innovation ability. Furthermore, within the strategic-level, it was found that corporate accelerators nurture a close relationship with corporate venture capital units to increase strategic value creation for the parent company.}}, author = {{Dan, Cleo and Hackenberg, Tom and Wudarczyk, Dominik}}, language = {{eng}}, note = {{Student Paper}}, title = {{Leveraging Corporate-Startup Engagements: A Multiple Case Study Exploring Corporate Accelerators’ Post- Acceleration Activities}}, year = {{2020}}, }