Accelerators are broadly seen as platforms that government, non-profit, and for-profit organizations use to fast-track the development of entrepreneurial and SME business capabilities. Typically, this occurs as competitive, time-constrained, cohort-centered, authentic learning experiences supported by mentoring and access to the local entrepreneurial ecosystem, management development programs, and financial resources. Interest in how the ventures in the development programs evolve and contribute to the entrepreneurial ecosystem is increasing (Cantner et al. in Small Business Economics, 57, 407–423, 2021), but how the accelerators evolve has yet to be adequately researched. To better understand how accelerators evolve, we adapt Churchill and Lewis (Harvard Business Review, 61(3), 30–50, 1983) conceptual framework of the stages of small business development. This study investigated the life cycle of Australian accelerators from 2013 to 2020. The accelerators ranged from short-term “pop-up” programs to permanent programs. We found through a series of four selected exemplar case studies that these accelerators exhibited a similar four-stage life cycle to their participants, including (1) gestation, (2) survival, (3) viability, and (4) decline or renewal. We also found that external support was a critical issue that determined viability. Our findings support the development of accelerator management to be more agile, resilient, and entrepreneurial, which can confront those adopting a more standardized franchise model. In addition, we adapt Kohler (Business Horizons, 59(3), 347–357, 2016) work on corporate accelerators into an inclusive framework for all forms of accelerators, including considering their geographic context or Place, the actors involved with the accelerator or its People, the accelerator’s value Proposition to participants, the accelerator’s Processes and most fundamentally, its Purpose that will contribute to the entrepreneurial ecosystem practice and literature. This research provides practical considerations on positioning, suitable business models, and maximized operations.

加速器被广泛视为政府、非营利和营利组织用来快速跟踪创业和中小企业业务能力发展的平台。通常，这是一种竞争性的、时间有限的、以群体为中心的、真实的学习体验，并得到指导和进入当地创业生态系统、管理发展计划和财务资源的支持。人们对发展计划中的企业如何发展并为创业生态系统做出贡献的兴趣日益浓厚（Cantner 等人，《小企业经济学》，57 , 407–423, 2021），但加速器如何发展尚未得到充分研究。为了更好地理解加速器如何发展，我们采用丘吉尔和刘易斯（哈佛商业评论，61（3），30-50，1983）小企业发展阶段的概念框架。这项研究调查了 2013 年至 2020 年澳大利亚加速器的生命周期。加速器的范围从短期“弹出”项目到永久项目。我们通过一系列选定的四个典型案例研究发现，这些加速器对其参与者表现出类似的四阶段生命周期，包括（1）妊娠，（2）生存，（3）活力，以及（4）衰落或更新。我们还发现外部支持是决定生存能力的关键问题。我们的研究结果支持加速器管理的发展更加敏捷、有弹性和创业精神，这可以面对那些采用更标准化特许经营模式的人。此外，我们将科勒（Business Horizo​​ns，59 (3), 347–357, 2016）关于企业加速器的工作改编为所有形式加速器的包容性框架，包括考虑其地理背景或地点、参与加速器的参与者或它的人员、加速器对参与者的价值主张、加速器的流程以及最根本的，它将有助于创业生态系统实践和文献的目的。这项研究提供了关于定位、合适的商业模式和最大化运营的实际考虑。