Abstract
Corporate accelerators are the specific programs designed by incumbent companies to scan, select, and accelerate the growth of promising technology startups for definite mutually beneficial objectives such as gaining access to disruptive innovation of the startup or outreaching to incumbents’ customers for fast time to market. Based on the theoretical background, this study contributes to literature by adopting systematic literature review of “corporate accelerators” as the methodology to deliver cumulative insights and a final absorptive capacity process model was built based on examining prior single or multiple case studies which applied to their context as a limitation. Absorptive capacity theory enhances the understanding of technology transfer’s modus operandi at corporate acceleration settings. As a result of the systematic literature review, the author offers a conceptual model to inform future research and practice.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Apriliyanti, I. D., & Alon, I. (2017). Bibliometric analysis of absorptive capacity. International Business Review,26(5), 896–907.
Argyris, C., & Schön, D. A. (1997). Organizational learning: A theory of action perspective. Reis (77/78), 345–348.
Arrow, K. (1962, June). The Economic Implications of Learning by Doing. Review of Economic Studies, 29, 155–173.
Badaracco, J., & Badaracco, J. L. (1991). The knowledge link: How firms compete through strategic alliances. Boston: Harvard Business Press.
Bauer, S., Obwegeser, N., & Avdagic, Z. (2016). Corporate accelerators: Transferring technology innovation to incumbent. MCIS 2016 Proceedings. Paper 57.
Cantarello, S., Martini, A., & Nosella, A. (2012). A multi-level model for organizational ambidexterity in the search phase of the innovation process. Creativity and Innovation Management,21(1), 28–48.
Cohen, S., Fehder, D. C., Hochberg, Y. V., & Murray, F. (2019). The design of startup accelerators. Research Policy,48(7), 1781–1797.
Cohen, W. M., & Levinthal, D. A. (2000). Absorptive capacity: A new perspective on learning and innovation. In Strategic learning in a knowledge economy. Woburn: Elsevier.
Connolly, A. J., Turner, J., & Potocki, A. D. (2018). IGNITE your corporate innovation: Insights from setting up an ag-tech start-up accelerator. International Food and Agribusiness Management Review,21(6), 833–846.
Corbin, J., & Strauss, A. (2014). Basics of qualitative research: Techniques and procedures for developing grounded theory. Los Angeles: Sage.
Crișan, E. L., Salanță, I. I., Beleiu, I. N., Bordean, O. N., & Bunduchi, R. (2019). A systematic literature review on accelerators. The Journal of Technology Transfer, 1–28. https://doi.org/10.1007/s10961-019-09754-9.
Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ,2(4), 169–187.
Damanpour, F., & Aravind, D. (2012). Organizational structure and innovation revisited: From organic to ambidextrous structure. In Handbook of organizational creativity (pp. 483–513). Amsterdam: Elsevier.
Damanpour, F., & Wischnevsky, J. D. (2006). Research on innovation in organizations: Distinguishing innovation-generating from innovation-adopting organizations. Journal of Engineering and Technology Management,23(4), 269–291.
Dell’Anno, D., & Del Giudice, M. (2015). Absorptive and desorptive capacity of actors within university-industry relations: Does technology transfer matter? Journal of Innovation and Entrepreneurship,4(1), 13.
Drori, I., & Wright, M. (2018). Accelerators: Characteristics, trends and the new entrepreneurial ecosystem. In Accelerators. Cheltenham: Edward Elgar Publishing.
Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. The Management of Organization,1(1), 167–188.
Dutton, J. M., & Thomas, A. (1984). Treating progress functions as a managerial opportunity. Academy of Management Review,9(2), 235–247.
Gao, S., Yeoh, W., Wong, S. F., & Scheepers, R. (2017). A literature analysis of the use of absorptive capacity construct in IS research. International Journal of Information Management,37(2), 36–42.
Gutmann, T., Kanbach, D., & Seltman, S. (2019). Exploring the benefits of corporate accelerators: Investigating the SAP Industry 4.0 Startup Program. Problems and Perspectives in Management, 17(3), 218.
Kanbach, D. K., & Stubner, S. (2016). Corporate accelerators as recent form of startup engagement: The what, the why, and the how. Journal of Applied Business Research,32(6), 1761.
Kohler, T. (2016). Corporate accelerators: Building bridges between corporations and startups. Business Horizons,59(3), 347–357.
Kupp, M., Marval, M., & Borchers, P. (2017). Corporate accelerators: Fostering innovation while bringing together startups and large firms. Journal of Business Strategy,38(6), 47–53.
Lane, P. J., Koka, B. R., & Pathak, S. (2006). The reification of absorptive capacity: A critical review and rejuvenation of the construct. Academy of Management Review,31(4), 833–863.
Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal,19(5), 461–477.
Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology,14(1), 319–338.
Lichtenthaler, U. (2007). The drivers of technology licensing: An industry comparison. California Management Review,49(4), 67–89.
Lichtenthaler, U. (2009). Absorptive capacity, environmental turbulence, and the complementarity of organizational learning processes. Briarcliff Manor, NY: Academy of Management.
Lichtenthaler, U., & Lichtenthaler, E. (2010). Technology transfer across organizational boundaries: Absorptive capacity and desorptive capacity. California Management Review,53(1), 154–170.
Madhavan, R., & Grover, R. (1998). From embedded knowledge to embodied knowledge: New product development as knowledge management. Journal of Marketing,62(4), 1–12.
Mahmoud-Jouini, S. Ben, Duvert, C., & Esquirol, M. (2018). Key factors in building a corporate accelerator capability: Developing an effective corporate accelerator requires close attention to the relationships between startups and the sponsoring company. Research Technology Management,61(4), 26–34. https://doi.org/10.1080/08956308.2018.1471274.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science,2(1), 71–87.
March, J. G., & Simon, H. A. (1958). Organizations. New York: Wiley.
Moschner, S.-L., Fink, A. A., Kurpjuweit, S., Wagner, S. M., & Herstatt, C. (2019). Toward a better understanding of corporate accelerator models. Business Horizons, 62, 637–647.
Nonaka, I., Byosiere, P., Borucki, C. C., & Konno, N. (1994). Organizational knowledge creation theory: A first comprehensive test. International Business Review,3(4), 337–351.
Nonaka, I., Von Krogh, G., & Voelpel, S. (2006). Organizational knowledge creation theory: Evolutionary paths and future advances. Organization Studies,27(8), 1179–1208.
Polanyi, M. (1966). The logic of tacit inference. Philosophy,41(155), 1–18.
Richter, N., Jackson, P., & Schildhauer, T. (2018). Outsourcing creativity: An abductive study of open innovation using corporate accelerators. Creativity and Innovation Management,27(1), 69–78.
Schumpeter, J. (1942). Creative destruction. In Capitalism, socialism and democracy (pp. 82–85). London: Routledge.
Selig, C. J., Gasser, T., & Baltes, G. H. (2018). How corporate accelerators foster organizational transformation: An internal perspective. 2018 IEEE international conference on engineering, technology and innovation (ICE/ITMC) (pp. 1–9). IEEE.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. New York: Broadway Business.
Shankar, R. K., & Shepherd, D. A. (2019). Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators. Journal of Business Venturing,34(5), 105886.
Tushman, M. L., & Anderson, P. (1986). Technological discontinuities and organizational environments. Administrative Science Quarterly, 31, 439–465.
Tushman, M. L., & O’Reilly, C. A., III. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review,38(4), 8–29.
Webster, J., & Watson, R. T. (2002). Analyzing the past to prepare for the future: Writing a literature review. MIS Quarterly, 26, xiii–xxiii.
Weiblen, T., & Chesbrough, H. W. (2015). Engaging with startups to enhance corporate innovation. California Management Review,57(2), 66–90.
Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review,27(2), 185–203.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Gür, U. (2021). Absorptive Capacity Approach to Technology Transfer at Corporate Accelerators: A Systematic Literature Review. In: Mietzner, D., Schultz, C. (eds) New Perspectives in Technology Transfer. FGF Studies in Small Business and Entrepreneurship. Springer, Cham. https://doi.org/10.1007/978-3-030-61477-5_4
Download citation
DOI: https://doi.org/10.1007/978-3-030-61477-5_4
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-61476-8
Online ISBN: 978-3-030-61477-5
eBook Packages: Business and ManagementBusiness and Management (R0)