In todays dynamic business environment, resource-constrained organizations, such as SMEs and startups, must navigate the dual demands of exploration and exploitation to achieve ambidexterity – a critical capability for business survival and success. This book examines how such organizations can use strategic alliances to benefit from ambidexterity. In an empirical study, 15 case studies of strategic alliances between established organizations and startups are analyzed based on numerous expert interviews with CEOs, founders, and managers. By collaborating, corporates can benefit from the innovative strength of startups, while startups can benefit from the corporates’ networks and reputation. However, these collaborations often prove challenging. The author develops an empirical model that identifies key antecedents of alliance success. This model sheds light on critical elements such as power imbalances and provides actionable insights for fostering effective and mutually beneficial collaboration. This book is essential for entrepreneurs, corporate leaders, and researchers interested in ambidexterity, strategic alliances, and corporate-startup partnerships.