Shaping the Ambidexterity of Start‐Ups: In Search of Critical Success Factors

ABSTRACT Ambidexterity enables the delivery of innovative value while achieving efficiency, which can facilitate the establishment of robust foundations for start‐up growth. However, the literature on this subject is limited, with a lack of complex and comprehensive analysis of critical success factors (CSFs) in the Polish start‐up ecosystem. The main goal of this paper is to analyse the influence of CSFs on the ambidexterity of start‐ups and to propose recommendations for theory and practice in a domestic environment. Ten hypotheses were developed and tested based on this main purpose. To undertake variable measurement, 27 different CSFs and 19 ambidexterity items were adopted. The empirical research covered 170 start‐ups operating in Poland, the majority of which were beyond the seed phase. Companies were selected at random. The hypotheses were verified using a regression model, factor analysis, and the Spearman correlation coefficient. The development of ambidexterity in start‐up companies depends on the conditions of the microenvironment and the ability to skilfully utilise emerging opportunities and adapt to environmental requirements. CSFs of ambidexterity include establishing strategic and formal cooperation with partners and making use of government support. In contrast, characteristics of start‐up leaders, such as gender, age, and motivation, have a negligible effect on ambidexterity. The findings of this study offer valuable insights that can inform future strategic decisions in the start‐up sector. This research's primary significance lies in its analysis of a hitherto unexplored phenomenon: the ambidexterity of CSFs in relation to start‐ups. This has resulted in the formulation of recommendations that could shed light on the development of complex frameworks for start‐ups. This framework differs from those being developed in other EU countries at this stage.