textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Revolutionizing product development

Scale and scope: the dynamics of industrial capitalism

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Technological Forecasting and Social Change : 抄録雑誌の概要

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An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations

The objective of this paper is to explore a project-focused understanding of contemporary organisational ambidexterity literature. As part of this process, a taxonomical analysis of the elements and components of the concept of organisational ambidexterity is undertaken. Findings suggest that a project-focused notion of organisational ambidexterity involves different levels, dimensions and mechanisms. The predominant contribution of this paper resides within the taxonomy study, which provides a platform for a more holistic understanding of organisational ambidexterity as a multifaceted concept applicable to the project management discipline.

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Organizational ambidexterity: a critical review and development of a project focused definition

The aim of this study is to assess the ability of project portfolio management practices to support the pursuit of ambidexterity at the project level through engagement with specific dimensions and mechanisms. The focus is on examining the operating/business model and challenges that are imposed on the firms, but deemed resolvable through the simultaneous pursuit of multiple projects emphasizing contradictory strategic goals. Data are obtained from multiple exploratory interviews of senior executives involved in project-level activities who were drawn from 12 case organizations in the Middle East. The study finds evidence of four forms of ambidexterity dimensions and mechanisms. Analysis undertaken against operating/business model and challenges of these dimensions and mechanisms of ambidexterity suggests that they are not only inter-related, but do so at various organizational levels.

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Organizational ambidexterity: using project portfolio management to support project-level ambidexterity

Ambidexterity through Project Portfolio Management Resolving paradoxes in organizations

Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering fr...

Yacoub Petro

Papers

An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations

Organizational ambidexterity: a critical review and development of a project focused definition

Organizational ambidexterity: using project portfolio management to support project-level ambidexterity

Ambidexterity through Project Portfolio Management Resolving paradoxes in organizations

The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success