The purpose of this study is to investigate the recent phenomenon of creation of digital accelerators by large Brazilian corporations, a trend in the Brazilian and global market. Although there is much literature available on the subject of corporate innovation, few authors have studied the involvement of corporations and startups through the implementation of corporate accelerators, since this is a fairly recent model, both in Brazil and abroad. Therefore, this study seeks to understand what motivations are behind the investment in this model, which benefits are expected by companies that have developed it and what adjustments are needed in the corporate acceleration model. To this end, the only two existing cases of accelerator of startups launched by large Brazilian corporations were analyzed. Depth interviews were conducted with the managers responsible for innovation activities and for the creation of the corporate accelerator within each organization, in order to identify directly from the source the main problems in the implementation of past innovation activities and the motivations that led the companies to choose this new model of engagement with new digital ventures. The study identified that corporations have difficulty to innovate due to lack of alignment of internal expectations, especially of financial return, and the inflexibility of the corporate structure, which reduces the speed of activities related to innovation. There are, moreover, strong motivations to change the operating model and the way of thinking innovation through the implementation of corporate accelerators such as the need to better monitor the market trends, the growing importance of presence in the digital environment in order to improve relations with customers, the influence of previous involvement with entrepreneurship by the leadership of organizations, and the existence of proven models outside Brazil. Although corporate accelerators are still at an early stage and do not present significant results, it is possible to clearly identify the benefits expected by the organizations. Some already exist, such as the improvement of the institutional image of the organizations due to investment in innovation. On the other hand, the main benefits expected, as the cultural transformation of the company and the financial return on investment, are still not a reality. It is clear, therefore, that corporate accelerator has not contaminate strongly enough these organizations, mainly because they lack the appropriate exposure level for professionals who are not directly involved in its operation. Corporate accelerators emerge as a new option of involvement with startups, putting together the speed of execution and flexibility of small technology companies with the ability to scale, experience and deep pockets of large corporations. These structures enable them to develop an independent innovation operation that is not impacted by its influence, freeing the development of new ideas and projects from immobilization processes and business rules. Thus, it is possible to add value to the organization both with the development of new business and the generation of complementers to existing products and services, improving the strategic positioning of the company in the competitive environment.