Building start-up acceleration capability: A dynamic capability framework for collaboration with start-ups

Abstract

In today's dynamic business landscape, large corporations are increasingly recognizing the value of collaboration with start-ups as a means to drive innovation, explore new market opportunities, and gain a competitive edge. To fully leverage the potential of such collaborations, these corporations need to develop specific capabilities that enable them to effectively identify, seize, and capitalize on promising collaboration opportunities. The primary goal of this research work is to propose the concept of Start-up Acceleration Capability (SAC) as a higher-order dynamic capability that enables large corporations to fully leverage collaboration with start-ups. The paper begins by reviewing the relevant literature on corporate-start-up collaboration and provides an overview of the dynamic capability framework and its micro-foundations. Subsequently, SAC is defined as a dynamic capability that combines three key components: sensing, seizing, and (re)configuring. Each component is examined in detail, highlighting the key micro-foundations that underpin its effectiveness and success. The findings provide valuable guidance for practitioners seeking to develop and strengthen SAC within their organizations and contribute to the existing literature on collaboration with start-ups, innovation management, and entrepreneurship. This research aims to advance knowledge and understanding in the field and provide guidance to practitioners and scholars seeking to maximize the value of start-up collaborations.

Keywords

• Start-up acceleration capability
• Large corporations
• Start-ups
• Micro-foundations
• Open innovation
• Collaboration