CORPORATE ACCELERATOR AS A STRATEGIC TOOL FOR THE TECHNOLOGY TRANSFER DEVELOPMENT FOR LIGHT AND FASHION INTERPRISES
A. S. Khvorostyanaya
Lomonosov Moscow State University, Moscow, Russia
e-mail: khvorostyanayaas@gmail.com
Abstract. A corporate accelerator allows a company to realize its strategic priority in the field of technology transfer, find the best solution to existing problems, reduce costs or increase the efficiency of business processes. Access to labor, infrastructure, financial resources of an economic entity allows pilot projects to provide all the conditions for the formation of the company’s technological sovereignty. The purpose of this scientific work is to identify the theoretical foundations of the corporate accelerator tool, as well as review and analyze the best strategic domestic and foreign practices. The scientific article analyzes different types of accelerators and their strategic goals. Corporate venture accelerators are aimed at developing projects as independent business areas. Enterprise technology accelerators have the strategic goal of creating product and service providers. Internal accelerators activate the results of intellectual activity within the company. Process accelerators allow you to increase the internal efficiency of processes and facilitate interaction with external actors. Accelerators based on the venture client model allow you to quickly implement pilot projects with the customer. The strategic goals and expected results of the acceleration program must exactly match the development strategy of the company in whose interests the acceleration program is being carried out. The strategic goal-setting of acceleration programs can be very different and depends on the strategy. The analysis made it possible to formulate the key strategic principles for the use of this tool in the light industry and the fashion industry. The author formulated that the acceleration program should be determined by the specific interests and strategic priorities of the light industry and fashion industry companies. Such interests may be entering a new sales market, technological re-equipment, digitalization of processes, and so on. The company’s financial priorities should imply the sufficiency of resources to ensure the development of an innovative direction through the use of a technology transfer mechanism. To increase economic and social efficiency, the labor resources of an industry company should be involved in the launch, implementation and improvement of such programs. A strategic target map of accelerators is proposed depending on their types. The results of this work will allow professionals in the field of creative economy to independently develop technological priorities for the development of their innovation ecosystem in the long term. This study uses the following methodological tools: study, analysis, synthesis, formalization, strategic benchmarking. The strategic principles for the creation and operation of a corporate accelerator in the fashion industry are based on the theory and methodology of strategizing by Academician V. L. Kvint. Further research may be devoted to the analysis of social and economic efficiency in the context of corporate acceleration.
Key words: fashion industry, light industry, digital platforms, technology transfer, corporate accelerator, strategy, strategizing.
Cite as: Khvorostyanaya, A. S. (2023) [Corporate accelerator as a strategic tool for the technology transfer development for light and fashion enterprises]. Intellekt. Innovacii. Investicii [Intellect. Innovations. Investments]. Vol. 1, pp. 32–44, https://doi.org/10.25198/2077-7175-2023-1-32.
