نقش شتاب‌دهنده‌های شرکتی برای افزایش تولید در شرکت‌های دانش بنیان و نوپا

Recent studies on corporate entrepreneurship demonstrate as a firm-level business phenomenon, and plays an important role in incentive innovation, revitalizing the organization, increasing productivity, and ultimately creating superior market advantage. Today, startups are driving major innovations that are replacing the existing business models. By adapting open innovation, the paradigm assumes firms should use external and internal ideas and paths to the potential corporate accelerators. Open innovation is one of the factors that has played a significant role in the development and promotion of technology.
Accelerator programs are defined as three to six months that support cohorts of startups in the new venture process while completing an incubator program within one to five years. This research aims to identify the dimensions and indicators of a framework for a corporate business acceleration program. The promise of corporate accelerators lies in bridging the gap between corporations and startups and may lead to an increase in the success of both for collaborative contracting. The process of corporate accelerator describes the CA program. Accelerators go through a three-step phase of pre-acceleration, acceleration, and post-acceleration. Pre-acceleration programs are the first phase in cohort-based and contribute to the CA program by focusing on innovation and entrepreneurship and describing how pre-accelerators support aspiring entrepreneurs.
Pre-accelerators are similar to accelerators that offer a cohort-based fixed duration program which usually ends in a demo or pitch day, intending to speed up the entrepreneurial development process. However, pre-accelerators are much shorter in duration and are offered at the pre-venture stage, where a problem-solution fit is still being developed. Once a venture concept is developed enough and teams are formed, accelerators and incubators become more relevant. Below we describe in more detail these key elements for pre-accelerators. In this phase, the applicants for the CA program would be declared through the related website. Corporate accelerators build bridges between corporations and startups. In the acceleration framework, the real support of entrepreneurs through the time-limited would be done, whereby the time between programs is different (3-6 months). It is necessary to support corporators by providing financial resources.
post-acceleration phase is an essential cornerstone that greatly impacts the assessment and success of corporate accelerator programs. It plays a major role in the development and execution of new ideas.
This study contributes to practice by introducing more clarity between the list of support systems and content for entrepreneurs and support organizations, but also for policymakers who need to understand the roles of different actors in the ecosystem. Moreover, it contributes to research by focusing on the early stages of entrepreneurship and describing how pre-accelerators support eager entrepreneurs.
Three organizational learning processes are identified: (a) knowledge creation, (b) knowledge transfer, and (c) knowledge retention. It appears that corporate accelerators influence all three processes, with a particular focus on knowledge transfer from the corporate accelerator to the parent organization. This, undoubtedly, represents the most suitable stage for strengthening organizational learning and is facilitated through entrepreneurial investments via corporate accelerator programs.
 Knowledge transfer is the primary aspect of the organizational learning process in this context, while knowledge retention plays a secondary role for corporate accelerators (CAs). The three broad dimensions that influence organizational learning through corporate accelerators encompass environmental factors, human factors, and organizational methodologies. Environmental factors include the organizational structure, culture, and industry environment. Selecting accelerator personnel should be done meticulously, with their attributes being a combination of desired trainee characteristics while possessing skills that are valuable for complementing employees. Given the importance of human factors in an accelerator program, organizations should pay attention to the mindset, learning orientation, and willingness to change of their employees.
The research methodology used in this study is practical-developmental in terms of its purpose and descriptive-analytical in terms of its type. It provides a framework for assessing the context of accelerator program implementation, including the ecosystem and hosting institution. It then delves into a rational understanding of the program's objectives from the perspective of the executing institution as part of the research outcomes. The framework begins with an assessment of the program's context, encompassing the ecosystem and hosting institution, and subsequently focuses on a logical comprehension of the program's objectives from the perspective of the executing institution and could be used in the ICT area in Iran. Following this, it describes design parameters and recommends specific considerations to be considered during program design.
Furthermore, describing design parameters and highlighting specific considerations during program design is recommended. Ultimately, the framework emphasizes the importance of the learning process and continuous improvement. Given that contextual considerations are constantly evolving, both internally and externally, the design process is one of the stages that should be continuously iterated upon. As the program progresses, it should be reevaluated based on feedback from the beneficiary startups and other stakeholders to ensure its ongoing relevance and effectiveness.