Acceleration as process: A strategy process perspective on startup acceleration

Research output: Contributions to collected editions/worksChapterpeer-review

Standard

Acceleration as process: A strategy process perspective on startup acceleration . / Wenzel, Matthias; Koch, Jochen.
Accelerators: Successful Venture Creation and Growth. ed. / Mike Wright; Israel Drori. Edward Elgar Publishing, 2018. p. 21-36.

Research output: Contributions to collected editions/worksChapterpeer-review

Harvard

Wenzel, M & Koch, J 2018, Acceleration as process: A strategy process perspective on startup acceleration . in M Wright & I Drori (eds), Accelerators: Successful Venture Creation and Growth. Edward Elgar Publishing, pp. 21-36. https://doi.org/10.4337/9781786434098.00006

APA

Wenzel, M., & Koch, J. (2018). Acceleration as process: A strategy process perspective on startup acceleration . In M. Wright, & I. Drori (Eds.), Accelerators: Successful Venture Creation and Growth (pp. 21-36). Edward Elgar Publishing. https://doi.org/10.4337/9781786434098.00006

Vancouver

Wenzel M, Koch J. Acceleration as process: A strategy process perspective on startup acceleration . In Wright M, Drori I, editors, Accelerators: Successful Venture Creation and Growth. Edward Elgar Publishing. 2018. p. 21-36 doi: 10.4337/9781786434098.00006

Bibtex

@inbook{ce4bd089277b44c58d79aaf23b0199ae,
title = "Acceleration as process: A strategy process perspective on startup acceleration ",
abstract = "In this chapter, Matthias Wenzel and Jochem Koch develop conceptual arguments on what and how accelerators accelerate. Based on the literature on strategy process, they draw two conceptual distinctions that relate to the object of acceleration (strategic core versus strategic periphery) and the processual patterns of acceleration (forwarding versus leaping). They then use these distinctions to conceptualize and discuss four ways in which accelerators can accelerate the business development of new ventures. They argue that start-up acceleration seems to be largely aimed at forwarding and leaping the strategic periphery instead of the strategic core. This chapter extends the emerging literature on accelerators by making the case for considering and examining start-up acceleration as a process and offering a more specific and nuanced understanding of how it occurs.",
keywords = "Management studies",
author = "Matthias Wenzel and Jochen Koch",
year = "2018",
month = may,
day = "25",
doi = "10.4337/9781786434098.00006",
language = "English",
isbn = "9781786434081",
pages = "21--36",
editor = "Mike Wright and Israel Drori",
booktitle = "Accelerators",
publisher = "Edward Elgar Publishing",
address = "United Kingdom",

}

RIS

TY - CHAP

T1 - Acceleration as process

T2 - A strategy process perspective on startup acceleration

AU - Wenzel, Matthias

AU - Koch, Jochen

PY - 2018/5/25

Y1 - 2018/5/25

N2 - In this chapter, Matthias Wenzel and Jochem Koch develop conceptual arguments on what and how accelerators accelerate. Based on the literature on strategy process, they draw two conceptual distinctions that relate to the object of acceleration (strategic core versus strategic periphery) and the processual patterns of acceleration (forwarding versus leaping). They then use these distinctions to conceptualize and discuss four ways in which accelerators can accelerate the business development of new ventures. They argue that start-up acceleration seems to be largely aimed at forwarding and leaping the strategic periphery instead of the strategic core. This chapter extends the emerging literature on accelerators by making the case for considering and examining start-up acceleration as a process and offering a more specific and nuanced understanding of how it occurs.

AB - In this chapter, Matthias Wenzel and Jochem Koch develop conceptual arguments on what and how accelerators accelerate. Based on the literature on strategy process, they draw two conceptual distinctions that relate to the object of acceleration (strategic core versus strategic periphery) and the processual patterns of acceleration (forwarding versus leaping). They then use these distinctions to conceptualize and discuss four ways in which accelerators can accelerate the business development of new ventures. They argue that start-up acceleration seems to be largely aimed at forwarding and leaping the strategic periphery instead of the strategic core. This chapter extends the emerging literature on accelerators by making the case for considering and examining start-up acceleration as a process and offering a more specific and nuanced understanding of how it occurs.

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=85066406914&partnerID=8YFLogxK

U2 - 10.4337/9781786434098.00006

DO - 10.4337/9781786434098.00006

M3 - Chapter

SN - 9781786434081

SP - 21

EP - 36

BT - Accelerators

A2 - Wright, Mike

A2 - Drori, Israel

PB - Edward Elgar Publishing

ER -