Abstract

The paper analyses Polish start-ups operating on the market. In addition, it compares international trends, as well as ecosystems of innovative Polish start-ups. Particular attention was devoted to a meagre but ever-expanding market of start-ups in the Lublin Voivodeship. Clusters in the Lublin region, which constitute the main driving force behind the establishment of start-ups and support for young entrepreneurs in the region, were also discussed.

Highlights

  • Spreading globalization, numerous civilizational changes, and the necessity of adjustment to current trends, lead Polish entrepreneurs to rely upon novel organizational forms

  • Start-ups, whose popularity in Poland has been growing on annual basis, deserve particular attention

  • In relation to the above, the objective of the present paper is the analysis of start-ups operating in Poland, and an indication of prospective tendencies for development

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Summary

Introduction

Numerous civilizational changes, and the necessity of adjustment to current trends, lead Polish entrepreneurs to rely upon novel organizational forms. When establishing their companies, they decide upon structures such as e-organizations, project organizations, network organizations, learning organizations, virtual, fractal organizations, and start-ups. They decide upon structures such as e-organizations, project organizations, network organizations, learning organizations, virtual, fractal organizations, and start-ups These belong to companies with high risk of failure. Start-ups, whose popularity in Poland has been growing on annual basis, deserve particular attention. Particular attention will be devoted to start-ups established in the Lublin Voivodeship. The article will use secondary sources in the form of reports prepared by other institutions (such as Foundation Startup Poland, Compass, Deloitte)

Terms and definitions
A Diagnosis of Polish Start-Ups
The most dominant start-ups’ ecosystems can be observed in North America
Start-ups in the Lublin Voivodeship
Findings
Conclusions

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