{"title":"How do accelerators emerge and develop in entrepreneurial universities?","authors":"Monica Masucci , Roberto Camerani , Nicoletta Corrocher , Mariarosa Scarlata","doi":"10.1016/j.technovation.2024.103053","DOIUrl":null,"url":null,"abstract":"<div><p>This paper explores the creation and development process of an accelerator by a European business university, investigating the factors that led the university to found its own accelerator and that guided its set up process in terms of choice of focal activities and governance structure, as well as the mechanisms through which it creates value for its internal and external ecosystem. Relying on an in-depth case study approach, we conducted several interviews with members of the accelerator, key university stakeholders, and external partners. Our empirical evidence points to the existence of both internal and external drivers that led to the emergence of the university accelerator and suggests that its operating and governance structures were strategically designed to leverage the university’s internal strengths and resources and to balance integration and autonomy needs. It also underscores the key roles played by the top management of the university and by the internal champion in aligning views, building consensus, and negotiating solutions in this process. Finally, it reveals how by strategically orchestrating the relationships with internal and external stakeholders a university accelerator can build internal and external legitimacy and successfully balance the need of creating value for both the university and the broader ecosystem in which it operates.</p></div>","PeriodicalId":49444,"journal":{"name":"Technovation","volume":"136 ","pages":"Article 103053"},"PeriodicalIF":11.1000,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0166497224001032/pdfft?md5=18b887ee2e7f64d1fd77a62fc3e178a6&pid=1-s2.0-S0166497224001032-main.pdf","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Technovation","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0166497224001032","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"ENGINEERING, INDUSTRIAL","Score":null,"Total":0}
引用次数: 0
Abstract
This paper explores the creation and development process of an accelerator by a European business university, investigating the factors that led the university to found its own accelerator and that guided its set up process in terms of choice of focal activities and governance structure, as well as the mechanisms through which it creates value for its internal and external ecosystem. Relying on an in-depth case study approach, we conducted several interviews with members of the accelerator, key university stakeholders, and external partners. Our empirical evidence points to the existence of both internal and external drivers that led to the emergence of the university accelerator and suggests that its operating and governance structures were strategically designed to leverage the university’s internal strengths and resources and to balance integration and autonomy needs. It also underscores the key roles played by the top management of the university and by the internal champion in aligning views, building consensus, and negotiating solutions in this process. Finally, it reveals how by strategically orchestrating the relationships with internal and external stakeholders a university accelerator can build internal and external legitimacy and successfully balance the need of creating value for both the university and the broader ecosystem in which it operates.
期刊介绍:
The interdisciplinary journal Technovation covers various aspects of technological innovation, exploring processes, products, and social impacts. It examines innovation in both process and product realms, including social innovations like regulatory frameworks and non-economic benefits. Topics range from emerging trends and capital for development to managing technology-intensive ventures and innovation in organizations of different sizes. It also discusses organizational structures, investment strategies for science and technology enterprises, and the roles of technological innovators. Additionally, it addresses technology transfer between developing countries and innovation across enterprise, political, and economic systems.