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This article examines the role of corporate accelerators in the interactions between large companies and startups. Initially designed by investors to generate financial returns, corporate accelerators have gradually shifted their focus toward open innovation. Our study explores in detail the evolution of their practices and how these practices influence corporate-startup collaborations. The analysis is based on a qualitative and inductive approach, drawing from 49 semi-structured interviews with entrepreneurs and various stakeholders from large companies involved in corporate accelerators. Through a conceptual model, our research identifies seven key practice evolutions. These transformations activate three distinct mechanisms facilitating collaboration: the alignment of interests, the harmonization of temporalities, and the development of close interactions. This research enhances the understanding of structures supporting open innovation and offers practical recommendations for managers. JEL Codes: L26, O310, O36