How Corporate Accelerators Foster Organizational Transformation: An Internal Perspective

Selig, Christoph J.; Gasser, Tim; Baltes, Guido

doi:10.1109/ice.2018.8436287

Cited by 30 publications

(54 citation statements)

References 65 publications

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“…Corporate Entrepreneurship, a concept coined in the strategy field, is a way for companies to get incremental value from their current businesses and, simultaneously, bet on promising innovation opportunities (Selig et al, 2018;Shankar & Shepherd, 2018). This central idea is remarkably similar to that one found in organizational ambidexterity strand (which root in organizational studies) that postulate that a company needs to exploit its current business (i.e.…”

Section: Corporate Entrepreneurship and Organizational Ambidexteritymentioning

confidence: 99%

“…Noteworthy that the so-called "deep techs" -which comprises, for instance, advanced materials, biotechnology, and photonics -have enormous transformation power and have been attracting increasing investments in the CV market (Portincaso et al, 2019). Even so, digital technologies are undoubtedly central to the so reverberating growth of technology entrepreneurship in last years (Prashantham & Kumar, 2019;Selig et al, 2018) and the majority of studies in CEwS report on cases that keep strong relation to the digital technologies.…”

Section: The Role Of Digital Technologies For Contemporary Cewsmentioning

confidence: 99%

“…What's touched within the organization? Neglected topics in CEwS' studies concerning the management and organization of large companies Selig et al (2018) note that the external implications of opening the company's innovation process have gained a lot of attention in recent years, while the internal aspects of such an opening still need further investigation. In general, the CEwS literature does not focus on the organizational aspects that result from these engagements, neither go beyond the immediate issues associated with the design and operation of startup programs.…”

Section: Critical Analysis and Implications: Open Questions For Innovmentioning

confidence: 99%

“…CEwS as a particular field of research is still in its early days and it is largely dedicated to understanding how corporate programs work, basic rules to establish startup engagements and recommendations on how to select partners (Hogenhuis et al, 2016;Selig et al, 2018;Spender et al, 2017). A further understanding of how large established companies organize for systematic engagements with startups, aiming at consolidating open innovation capabilities and leveraging the overall performance in the management of innovation is still not clear.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Corporate engagements with startups: antecedents, models, and open questions for innovation management

Bagno¹,

Salerno²,

Souza³

et al. 2020

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Corporate Engagements with Startups (CEwS) are Open Innovation initiatives in which large established companies interact with startups aiming at improving innovation performance. Complementary characteristics of established companies (e.g. resource availability, inertia…) and startups (resource scarcity, flexibility, technologies…) are starting points for such engagements. However, large companies and startups are remarkably different so that working together can be overly challenging. Especially for large companies, many intricacies emerge to interact with nascent businesses (e.g. processes, culture, resource sharing, information disclosure, etc.). This study summarizes the current literature on CEwS and identifies the main strands and antecedents of this phenomenon, as well as the main reference models available in the literature. Then, the paper presents and discusses some open questions for innovation management under the perspective of large companies, based on the gaps identified between the presented literature on CEwS and the organizational debate within the innovation management field. Finally, we present implications for theory and practice and suggest directions for future studies on CEwS.

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Section: Corporate Entrepreneurship and Organizational Ambidexteritymentioning

confidence: 99%

Section: The Role Of Digital Technologies For Contemporary Cewsmentioning

confidence: 99%

Section: Critical Analysis and Implications: Open Questions For Innovmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Corporate engagements with startups: antecedents, models, and open questions for innovation management

Bagno¹,

Salerno²,

Souza³

et al. 2020

Product

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“…Internal corporate accelerators focus on supporting innovative ideas originating within the organization, whereas external corporate accelerators focus on supporting ideas originating outside the organization. Existing studies show that most corporate accelerator programs seem to be externally oriented, which is also reflected in the fact that the majority of studies focus on these type of accelerators (Selig, Baltes, & Gasser, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program

Gutmann

Kanbach

Seltman

2019

Problems and Perspectives in Management

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Corporate accelerators are on the rise and established companies from a diverse set of industries and regions have set up such startup support programs to predominantly pursue strategic goals. The purpose of this study is to shed light on the benefits of corporate accelerators from a corporate perspective and that of the participating startups. In order to do so, this in-depth single-site case study investigates the SAP Industry 4.0 Startup Program building upon an inductive research design with explorative nature. The authors qualitatively examine a newly established corporate accelerator program of one of the world’s largest enterprise software companies and provide valuable insights for both practitioners and scholars engaged in corporate accelerators. The benefits for startups participating in corporate accelerator programs can be linked to operational go-to-market acceleration in regards to product development, sales acceleration, as well as skill and knowledge development. Moreover, the startups receive benefits linked to strategic business development acceleration in the areas of strategy and business model improvements, pitching, financing, and strategic partner development. At the same time, corporate accelerators overall aim to increase the competitiveness of established companies running such programs by developing a product ecosystem and the brand, infusing startup culture into the organization and developing customer relationships.

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Effects of Internal Corporate Venturing on the Transformation of Established Companies

Selig

Gasser

Baltes

2019

Digital Entrepreneurship

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How Corporate Accelerators Foster Organizational Transformation: An Internal Perspective

Cited by 30 publications

References 65 publications

Corporate engagements with startups: antecedents, models, and open questions for innovation management

Corporate engagements with startups: antecedents, models, and open questions for innovation management

Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program

Effects of Internal Corporate Venturing on the Transformation of Established Companies

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