ORGANIZATIONAL AND ECONOMIC MODEL OF A BUSINESS ACCELERATOR AS AN ENTREPRENEURIAL STRUCTURE

Abstract

This article explores the development of a conceptual and applied model of a business accelerator as an independent entrepreneurial entity. The relevance of the topic arises from the growing need to enhance innovation ecosystems in transitional economies, where accelerators may operate not only as tools for startup support but also as full-fledged economic actors with their own strategic focus, financial mechanisms, and organizational architecture. The purpose of this study is to design a flexible and adaptive model that reflects both the internal decisions of the founder and external contextual factors, including sources of funding, regional challenges, sectoral orientation, and partnership opportunities. The research methodology is based on the integration of systematization, structural-functional analysis, comparative evaluation of existing practices, and applied modeling. A classification of accelerator models is developed, based on sources of income: grant-funded, participant-funded, equity-based, mixed, and institutionally embedded models. An adaptive algorithm for building a business accelerator is proposed, consisting of five key stages: defining strategic goals, analyzing the resource and institutional environment, selecting an appropriate model and program portfolio, designing and piloting programs, and implementing mechanisms for monitoring and scaling. Each stage is accompanied by corresponding managerial decisions and influenced by relevant internal and external factors. The results of the study include a typology of applicable models for the Ukrainian innovation environment, a logic-based creation algorithm, and a four-tiered system of key performance indicators (KPIs). These indicators are grouped into financial, operational, startup-centered, and institutional-regional categories. The KPI system enables both quantitative and qualitative assessment and supports ongoing improvement across the accelerator lifecycle. The study also provides a set of practical recommendations for tailoring accelerator models to regional needs, organizational capacity, and strategic priorities. The practical value of the proposed approach lies in its applicability to public innovation policy, university-based entrepreneurship initiatives, donor-funded programs, and regional development strategies. The model may be used to support accelerator design in high-impact sectors such as agri-innovation, defense technologies, and digital transformation.