Configuring the Corporate Accelerator for Synergies: A Multiple Case Study on the Relation Between Configurations of Corporate Accelerators and Potential for Synergies with Startup Support Institutions

Abstract: Title: CONFIGURING THE CORPORATE ACCELERATOR FOR SYNERGIES: A Multiple Case Study on the Relation Between Configurations of Corporate Accelerators and Potential for Synergies with Startup Support Institutions Date of the seminar: 27 May, 2019 Course: ENTN39 Master’s Programme in Entrepreneurship and Innovation, Internship and Degree Project (Master’s thesis 15 ECTS) Authors: Jacob Szemberg and Gustaf Åkerman Supervisor: Ass. Professor Sotaro Shibayama Examiner: Ass. Professor Joakim Winborg Research question: How do the configurations of a corporate accelerator influence the potential for synergies with startup support institutions of the startup ecosystem? Methodology: A multiple case study design with Eisenhardt (1989)’s framework as an overarching structure is used for this qualitative research. Gioia, Corley and Hamilton (2013)’s approach for data analysis is used in relation to collected data from semi-structured interviews with pairs of corporate accelerators and startup support institutions. Cross-case comparison of pairs is conducted and findings are related to specific theoretical concepts. Theoretical perspectives: Literature on open innovation, with the sub-category of startup ecosystems, has laid the theoretical foundation for this research. Literature explicitly discussing corporate accelerators has provided a theoretical frame of reference. Supportive literature includes, but is not limited to, the resource-based view. Conclusions: The influence of corporate accelerator configurations on potential for synergies with startup support institutions is highly contextual. Financial investments in startups for equity can impede potential for synergies unless complementary resources and commercial opportunities are offered. A specific industry or multiple vertical target can both enhance and limit the potential for synergies. Venture stage and proximity depend on resources and objectives. Incentives and objectives influence the impact of integration with the corporate parent. Brand-lending can benefit jointly arranged activities with startup support institutions, whereas PR-related objectives impede potential for synergies absent complementation or compensation. Claims of IP-rights on startups impede potential for synergies with startup support institutions while the offering of legal safeguards to those with late stage startups increases the potential.