Organizational Ambidexterity in startups: case studies

Abstract

In this Master thesis we will study three different startups to find out if they are ambidextrous or not. In the case that they are ambidextrous, we will investigate how they achieved ambidexterity. To achieve this purpose, we will explain in the theoretical framework the definition of an organizational ambidexterity, as well as, the case of startups and ambidexterity. Afterwords, we will conduct an interview with open questions and questions on a scale in the three startups that won the Globalis prize. The interviews will be done to the CTO of SEVI Systems; the CEO of Eyesynth; and, the CEO of Sepiia. The results obtained show us that the startups SEVI Systems and Sepiia are indeed ambidextrous, and they also show a positive impact of all three antecedents in SEVI Systems, with high levels in most variables of leadership, structure and context. As for Sepiia, it shows positive impact of the antecedents of context and structure, as the leadership questions could not be made because they were referring to a management team, but he is the only one on the team. As for Eyesynth, we found out that they have not launched their product yet but do show signs of organizational ambidexterity as it will be explained in the thesis.