Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/142621
|
Title: | 新創企業與大型企業加速器之關係研究 A Study on the relationship between Startups and Corporate Accelerators |
Authors: | 高瑋彤 Kao, Wei-Tung |
Contributors: | 鄭至甫 Jeng, Jyh-Fu 高瑋彤 Kao, Wei-Tung |
Keywords: | 企業加速器 新創企業 開放式創新 Corporate accelerator Startup Open innovation |
Date: | 2022 |
Issue Date: | 2022-12-02 15:15:01 (UTC+8) |
Abstract: | 企業加速器的蓬勃發展,幫助新創企業在資源匱乏時尋求協助,有效的企業加速器除了作為大型企業開放式創新的實踐,同時對新創企業提供有價值的服務。台灣大型企業建置的加速器數量增加,越來越多新創企業選擇在發展階段加入企業加速器,透過加速器計畫的服務協助自身成長,計畫結束後,更有機會與大型企業展開合作關係,或是進入大型企業的客戶生態圈。 先前有關企業加速器的文獻探討,多討論國外企業加速器與企業之間的互動,對於台灣的新創企業與加速器較少討論。本研究使用質性研究的多重個案研究法,以目前台灣曾經參與過大型企業加速器的新創企業作為主要研究對象,輔以一間大型企業加速器,探討新創企業如何透過企業加速器取得自己所需資源並且成長,深入了解新創企業參與企業加速器的過程,同時以雙方視角看待企業加速器與新創企業間的關係。 本研究發現,多數企業加速器有滿足新創企業加入前的期望,企業加速器對於新創企業的主要協助在於拓展新創企業的客戶、提升市場上知名度,以及建立屬於新創企業的人脈網絡,企業加速器也應提供不同專業的導師,提供更廣泛的知識來源。同時,企業加速器也可作為新創企業的開放式創新實踐;企業加速器與新創企業的關係多數會隨著加速器計畫的結束而變弱,但若新創企業成為大型企業的合作夥伴,即會與大型企業持續產生連結。企業加速器與新創企業在整個創業生態系統中互利共生,共同促進整個生態系統的發展。未來企業加速器的競爭會漸趨激烈,本研究建議企業加速器在建置時需考量新創企業的利益如何與大型企業的利益融合;新創企業也應根據自身需求篩選出最符合自身利益之企業加速器。 The vigorous development of corporate accelerators can help startups to seek assistance when their resources are less. In addition to being an open innovation practice for large corporate, an effective corporate accelerator can also provide valuable services to new startups. The number of corporate accelerators in Taiwan has increased. More and more start-ups choose to join corporate accelerators in the development stage. They can grow through the services of the accelerator program and enter the customer ecosystem of a large corporate. Previous literature discussions on corporate accelerators have mostly discussed the interaction between foreign corporate accelerators and startups, and less discussed about Taiwan`s startups and accelerators. This research uses the multiple case study method of qualitative research, taking the startups that have participated in large-scale corporate accelerators in Taiwan as the main research object, supplemented by large corporate accelerators, to explore how startups can obtain what they need and resources through the corporate accelerator so that they can grow. And understand the process of startups participating in corporate accelerators, and looking at the relationship between corporate accelerators and startups from their perspectives respectively. This study found that most corporate accelerators have met the expectations of startups. The main assistance of corporate accelerators for startups is to expand the customers of startups, enhance their reputation in the market, and establish a network. Corporate accelerators should also provide mentors in different specialties, providing a broader source of knowledge. At the same time, corporate accelerators can also be used as open innovation practices for startups; most of the relationship between corporate accelerators and startups will weaken with the end of the accelerator program, but if startups become partners of large corporates, they will continue to have connections with large corporates. Corporate accelerators and startups coexist with mutual benefit in the entire entrepreneurial ecosystem, and jointly promote the development of the ecosystem. In the future, the competition of corporate accelerators will become increasingly fierce. It is suggested that the establishment of corporate accelerators should consider how the interests of startups and integrated them with those of large corporates; startups should also select the corporate accelerator that best suits their own interests according to their own needs. |
Reference: | 一、英文文獻 Avenali, A., Battistella, C., Matteucci, G., & Nonino, F. (2013). A mechanism for supporting collective innovation: the open contract-based challenge. Information Systems and E-Business Management, 11(4), 541-568. Battistella, C., De Toni, A. F., & Pessot, E. (2017). Open accelerators for start-ups success: a case study. European Journal of Innovation Management, 20(1), 80-111. Battistella, C., & Nonino, F. (2012). Open innovation web-based platforms: The impact of different forms of motivation on collaboration. Innovation, 14(4), 557-575. Bauer, S., Obwegeser, N., & Avdagic, Z. (2016). Corporate accelerators: Transferring technology innovation to incumbent. MCIS 2016 Proceedings. Paper, 57. Brooks, A. W., Huang, L., Kearney, S. W., & Murray, F. E. (2014). Investors prefer entrepreneurial ventures pitched by attractive men. Proceedings of the National Academy of Sciences, 111(12), 4427-4431. https://doi.org/doi:10.1073/pnas.1321202111 Bruno, A. V., McQuarrie, E. F., & Torgrimson, C. G. (1992). The evolution of new technology ventures over 20 years: Patterns of failure, merger, and survival. Journal of Business Venturing, 7(4), 291-302. Brunswicker, S., Bagherzadeh, M., Lamb, A., Narsalay, R., & Jing, Y. (2016). Managing open innovation projects with impact. Whitepaper series. Available at SSRN: https://ssrn.com/abstract=2821203 Brunswicker, S., & Chesbrough, H. (2018). The Adoption of Open Innovation in Large Firms. Research-Technology Management, 61(1), 35-45. https://doi.org/10.1080/08956308.2018.1399022 Brunswicker, S., & Vanhaverbeke, W. (2015). Open innovation in small and medium‐sized enterprises (SMEs): External knowledge sourcing strategies and internal organizational facilitators. Journal of Small Business Management, 53(4), 1241-1263. Cavana, R., Delahaye, B., & Sekeran, U. (2001). Applied Business Research: Qualitative and Quantitative Methods. John Wiley & Sons. Charoontham, K., & Amornpetchkul, T. (2021). Reputational impact on startup accelerator’s information disclosure and performance. Economics of Innovation and New Technology, 1-25. https://doi.org/10.1080/10438599.2021.1910030 Chesbrough, H. (2006). Open innovation: a new paradigm for understanding industrial innovation. Open Innovation: Researching a New Paradigm, 400, 0-19. Chesbrough, H. (2012). Open innovation: Where we`ve been and where we`re going. Research-Technology Management, 55(4), 20-27. Chesbrough, H., & Bogers, M. (2014). Explicating open innovation: Clarifying an emerging paradigm for understanding innovation. New Frontiers in Open Innovation. Oxford: Oxford University Press, Forthcoming, 3-28. Chesbrough, H., & Brunswicker, S. (2014). A fad or a phenomenon?: The adoption of open innovation practices in large firms. Research-Technology Management, 57(2), 16-25. Chesbrough, H. W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Press. Clarysse, B., Yusubova, A. (2014). Success factors of business accelerators. Technology Business Incubation Mechanisms and Sustainable Regional Development, Proceedings. Retrieved from: https://biblio.ugent.be/publication/6842877 Cohen, S. (2013). What do accelerators do? Insights from incubators and angels. Innovations: Technology, Governance, Globalization, 8(3), 19-25. Cohen, S., & Hochberg, Y. V. (2014). Accelerating startups: The seed accelerator phenomenon. Social Science Research Network. Retrieved from http://ssrn.com/abstract=2418000 Cohen, S. L., Bingham, C. B., & Hallen, B. L. (2019). The role of accelerator designs in mitigating bounded rationality in new ventures. Administrative Science Quarterly, 64(4), 810-854. Crișan, E. L., Salanță, I. I., Beleiu, I. N., Bordean, O. N., & Bunduchi, R. (2021). A systematic literature review on accelerators. The Journal of Technology Transfer, 46(1), 62-89. Crowne, M. (2002). Why software product startups fail and what to do about it. Evolution of software product development in startup companies. Proceedings of the International Engineering Management Conference(IEMC), IEEE, pp. 338-343 vol.1, doi: 10.1109 Dearnley, C. (2005). A reflection on the use of semi-structured interviews. Nurse Researcher, 13(1), 19-28. Del Sarto, N., Isabelle, D. A., & Di Minin, A. (2020). The role of accelerators in firm survival: An fsQCA analysis of Italian startups. Technovation, 90-91, 102102. https://doi.org/https://doi.org/10.1016/j.technovation.2019.102102 Drechsler, W., & Natter, M. (2012). Understanding a firm`s openness decisions in innovation. Journal of Business Research, 65(3), 438-445. Duchesneau, D. A., & Gartner, W. B. (1990). A profile of new venture success and failure in an emerging industry. Journal of Business Venturing, 5(5), 297-312. Eftekhari, N., & Bogers, M. (2015). Open for entrepreneurship: How open innovation can foster new venture creation. Creativity and Innovation Management, 24(4), 574-584. Feinleib, D. (2011). Why startups fail: And how yours can succeed. New York: Apress. Frimodig, L., & Torkkeli, M. (2013). Success factors of accelerators in new venture creation. ISPIM Conference Proceedings,pp. 1-16. Giardino, C., Wang, X., & Abrahamsson, P. (2014). Why early-stage software startups fail: a behavioral framework. International Conference of Software Business, pp. 27-41. Gruber, M., MacMillan, I. C., & Thompson, J. D. (2013). Escaping the prior knowledge corridor: What shapes the number and variety of market opportunities identified before market entry of technology start-ups? Organization science, 24(1), 280-300. Hafiz, K. (2008). Case study example. The Qualitative Report, 13(4), 544-559. Hausberg, J. P., & Korreck, S. (2021). Business incubators and accelerators: a co-citation analysis-based, systematic literature review. Handbook of Research on Business and Technology Incubation and Acceleration, 39-63. Heirman, A., & Clarysse, B. (2004). How and why do research-based start-ups differ at founding? A resource-based configurational perspective. The Journal of Technology Transfer, 29(3), 247-268. Hochberg, Y. V. (2016). Accelerating entrepreneurs and ecosystems: The seed accelerator model. Innovation Policy and the Economy, 16(1), 25-51. Hochberg, Y. V., & Fehder, D. C. (2015). Accelerators and ecosystems. Science, 348(6240), 1202-1203. Hogenhuis, B. N., van den Hende, E. A., & Hultink, E. J. (2016). When Should Large Firms Collaborate with Young Ventures? Research-Technology Management, 59(1), 39-47. https://doi.org/10.1080/08956308.2016.1117329 Huizingh, E. K. (2011). Open innovation: State of the art and future perspectives. Technovation, 31(1), 2-9. CB Insights (2015). The Top 20 Reasons Startups Fail. Retrieved from https://www.cbinsights.com/research-reports/The-20-Reasons-Startups-Fail.pdf Kale, S., & Arditi, D. (1998). Business failures: Liabilities of newness, adolescence, and smallness. Journal of Construction Engineering and Management, 124(6), 458-464. 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 (JABR), 32(6), 1761-1776. Katila, R., & Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of Management Journal, 45(6), 1183-1194. Ketchen Jr, D. J., Ireland, R. D., & Snow, C. C. (2007). Strategic entrepreneurship, collaborative innovation, and wealth creation. Strategic Entrepreneurship Journal, 1(3‐4), 371-385. Kohler, T. (2016). Corporate accelerators: Building bridges between corporations and startups. Business Horizons, 59(3), 347-357. Kotsch, C. (2017). Which factors determine the success or failure of startup companies. A startup ecosystem analysis of Hungary. Hamburg: Anchor Academic Publishing. 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. https://doi.org/10.1108/JBS-12-2016-0145 Mahmoud-Jouini, S. B., Duvert, C., & Esquirol, M. (2018). Key Factors in Building a Corporate Accelerator Capability. Research-Technology Management, 61(4), 26-34. https://doi.org/10.1080/08956308.2018.1471274 Marullo, C., Casprini, E., Di Minin, A., & Piccaluga, A. (2018). ‘Ready for Take‐off’: How Open Innovation influences startup success. Creativity and Innovation Management, 27(4), 476-488. Meriläinen, K. (2016). Success factors in corporate startup accelerators.(master`s thesis).Retrieved from:https://www.aalto.fi/fi/oppimiskeskus-harald-herlin Mohammadi, N., & Sakhteh, S. (2022). Start-up accelerator value chain: a systematic literature review. Management Review Quarterly. https://doi.org/10.1007/s11301-021-00257-2 Morse, E. A., Fowler, S. W., & Lawrence, T. B. (2007). The impact of virtual embeddedness on new venture survival: Overcoming the liabilities of newness. Entrepreneurship Theory and Practice, 31(2), 139-159. Pauwels, C., Clarysse, B., Wright, M., & Van Hove, J. (2016). Understanding a new generation incubation model: The accelerator. Technovation, 50, 13-24. Phillips Pantin, L. E. (2018). The Wealth Gap and the Racial Disparities in the Startup Ecosystem. Saint Louis University Law Journal 62(2), 419-460. Presutti, M., Boari, C., & Majocchi, A. (2011). The importance of proximity for the start‐ups` knowledge acquisition and exploitation. Journal of Small Business Management, 49(3), 361-389. Radojevich-Kelley, N., & Hoffman, D. L. (2012). Analysis of accelerator companies: An exploratory case study of their programs, processes, and early results. Small Business Institute Journal, 8(2), 54-70. 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. Ridder, A. (2011). Sensing and seizing open innovation: A dynamic capability approach. Paper presented at the DIME-DRUID ACADEMY Winter Conference, Comwell Rebild Bakker, Aalborg, Denmark. Scott, E. L., Shu, P., & Lubynsky, R. M. (2015). Are`better`Ideas More Likely to Succeed?: An Empirical Analysis of Startup Evaluation.Working Paper, Harvard Business School. Weiblen, T., & Chesbrough, H. W. (2015). Engaging with startups to enhance corporate innovation. California Management Review, 57(2), 66-90. West, J., & Bogers, M. (2014). Leveraging external sources of innovation: a review of research on open innovation. Journal of Product Innovation Management, 31(4), 814-831. Wong, P. K., Ho, Y. P., & Autio, E. (2005). Entrepreneurship, innovation and economic growth: Evidence from GEM data. Small Business Economics, 24(3), 335-350. Yin, R.K. (1989), Case Study Research: Applied Social Research Method Series. Beverly Hills, CA: SAGE. Yin, R. K. (2003). Designing case studies. Qualitative Research Methods, 5(14), 359-386. Yin, R. K. (2018). Case Study Research and Applications. Los Angeles: SAGE.
二、中文文獻 科技新報。民109年10月15日,取自:https://www.technews.tw 徐慶柏 (2019)。【觀點評析-徐慶柏】數支數支-來數一數全台加速器有幾支?。民108年9月19日,取自:https://findit.org.tw/researchPageV2.aspx?pageId=1152 經濟部中小企業處Findit平台。民109年9月19日,取自:https://findit.org.tw/twCompanyList.aspx 數位時代。民109年11月9日,取自:https://www.bnext.com.tw |
Description: | 碩士 國立政治大學 科技管理與智慧財產研究所 109364109 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0109364109 |
Data Type: | thesis |
DOI: | 10.6814/NCCU202201671 |
Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
|
Files in This Item:
File |
Description |
Size | Format | |
410901.pdf | | 1877Kb | Adobe PDF2 | 0 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|