An increasing number of established companies have recently started to launch corporate accelerator programs to engage with entrepreneurial startups, making this a worldwide, cross-industrial phenomenon. Nevertheless, there is a lack of understanding of the various objectives and approaches adopted by companies. This article examines 13 in-depth case studies of corporate accelerator programs and is the first to empirically derive and discuss a typology for corporate accelerators, assessing objectives and design configurations. Thereby, the article contributes to the emerging discussion about corporate accelerators in corporate entrepreneurship literature. Moreover, the findings provide corporate managers with an understanding of corporate accelerators and guidance for how to make design choices for startup engagement programs.

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This article examines the relationship between long-term orientation, family involvement in the top management team (TMT), and family firm performance. On the basis of agency and stewardship theory, we propose that the inclusion of family members in the TMT only enhances firm performance if it induces a long-term orientation among management. An empirical analysis involving 201 privately owned family firms from Germany supports our theory that a long-term orientation helps align family and organizational goals. As such, it represents an important mediator that links family involvement in the TMT to performance.

A higher degree of digitalization in new ventures' product/ service offerings and their processes can lead to a faster time to market and the ability to rapidly scale. Hence, it has the possibility to significantly impact the performance. To increase the degree of digitalization in new ventures, they can implement a digital strategy. Currently there is no evidence if this measure has a strong impact on the degree of digitalization. We therefore empirically investigate the influence of a digital strategy on the degree of digitalization in new ventures' products/ services and processes. We analyzed 102 new ventures using SEM. Building on the contingency theory, we show that only having a digital strategy is insufficient to achieve a high degree of digitalization. The digitalization of products/services is partially mediated by digital IT capabilities, and the effect of digital strategy on process digitalization is partially mediated by digital IT capabilities and a digital culture.

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