There are four determinants from the literature studying impact start-ups in the Danish context. They describe which enablers are central for leading the start-ups to success. 

Networks and network enabling: According to research in the field, impact start-ups can benefit greatly from participating in relevant networks; however, it is all the more important to bring that network into action.  This distinction has proven critical for impact start-ups in Denmark. Several cases illustrate that existing networks have been a prerequisite for establishing an impact start-up. However, to be successful, the impact start-up needs to be able to activate the network (Hansen et al. 2021). A general lesson from successful impact start-ups is to encourage the municipalities to accept that they are stepping into something new—a change model—which requires them to be involved in a new, more active way. 

Timing. Timing has to do with the current meta-stories and conditions of society. For example, in 2009, it became a legal demand in Denmark for organisations with more than 250 employees to have a Corporate Social Responsibility (CSR) strategy. Shortly after this legal demand was implemented, two impact start-ups (MindYourOwnBusiness and CityBee) addressed some of the large companies that quickly needed societal partnership as part of their CSR strategies. The companies supported these impact start-ups which allowed them to report this as part of their CSR strategy work. Another example comes from the public sector where an impact start-up called Cycling Without Age (CWA) began providing bike rides to elderly residents in Copenhagen. The initiative was introduced at a time where the pressure was high within elderly care. If it had been years before, when there was more public funding towards senior services, the company may not have succeeded in the same capacity (Hansen et al. 2021; Johansen, Skovgaard, and Hyllegård 2010). 

Identifying and mobilising partners: Besides timing, an interesting aspect of network enabling is the ability to identify and mobilise the intrapreneurs of collaborating organisations to be able to succeed. For example, the founder of CWA connected with an open-minded public manager who was positive to change. Often, managers in the public administration know which centre managers are the most proactive and receptive to new ideas. Identifying these partners can play a key role in rolling out an innovative programme. Several impact start-up CEOs and project managers also stress how important it is to find actors that are willing to take a risk and build up relationships (Hansen et al. 2021).  

Becoming an actor with whom the public sector can collaborate: According to the study, all four impact start-ups reviewed (CWA, MYOB, CityBee, and E-bro) found new solutions within existing organisational frameworks (Hansen et al. 2021). There is a shared understanding across cases that they push the boundaries of what is possible to do and achieve in cross-sectoral collaboration. MYOB offers a number of courses and activities for young boys to enhance their interest and engagement in entrepreneurship (and to prevent their involvement in criminal activities. All take place in close collaboration with our various players, including volunteer venture pilots, business partners, and local partners. They are financed by three foundations with which they have a strategic collaboration. Today MYOB is relevant for the public authorities working with entrepreneurship and industry as well as integration of vulnerable immigrants. Many of the impact start-up initiatives establish cross-sector collaboration, networks based on different degrees of involvement with associated public and private partners (Hansen et al 2021; Johansen et al. 2010).