Journal ArticleDOI
Multilevel analysis of ambidexterity and tagging of specialised projects in project-based information technology firms
Shrihari S. Sohani,Manjari Singh +1 more
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TLDR
The study extends the concept of ambidexterity to the “within” project level and finds it relevant at the lowest level in the project-based structure.Abstract:
Purpose
The purpose of this paper is to understand the expression of ambidexterity at the “between” projects level as well as the “within” project level in project-based information technology firms (PBITF). The research also provides a framework for the classification of specialised projects. This classification is essential to clarify the level of attention the project will receive with respect to the appropriation of resources and the requisite management bandwidth.
Design/methodology/approach
This paper draws on a nine-month long field-based qualitative study and ensures a rigorous triangulation of the findings through an analysis of archival data and actual project artefacts.
Findings
The authors bring forth three critical implications for practice. First, strategizing ambidexterity at the level of “between” projects and “within” projects is heavily dependent on the interaction among distributed actors and partners. Second, routines and actions to deal with manpower constraints are completely different at these two levels. Lastly, the classification framework of specialised projects proposed here should enable firms to appropriately apportion resources to engagements that are strategic in nature.
Originality/value
The study extends the concept of ambidexterity to the “within” project level and finds it relevant at the lowest level in the project-based structure. Also, the framework for the classification of specialised projects that is provided will assist decision makers in PBIT firms to decide the organisational response to such projects.read more
Citations
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Journal ArticleDOI
Organizational ambidexterity: using project portfolio management to support project-level ambidexterity
TL;DR: In this article, the authors 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.
Journal ArticleDOI
The role of competitive strategy in the performance impact of exploitation and exploration quality management practices
TL;DR: In this article, the impact of exploitative and explorative QM practices on performance is investigated in a sample of German pharmaceutical firms and the results show that the impact is dependent on the competitive strategy pursued.
Journal ArticleDOI
Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents:
TL;DR: In this paper, the antecedents that facilitate three prevalent types of ambidexterity in project-based organizations in China are identified through an exploratory multiple-case study.
Journal ArticleDOI
Broker imposed precarity of Indian technical immigrants
Shrihari S. Sohani,Biju Varkkey +1 more
TL;DR: In this paper, the authors investigate the labour supply chain of Indian technical immigrants in the United States and reveal a latent phenomenon of broker-induced precarity that results from the labor supply chain and explore how aspirational jobs are becoming precarious ones.
Journal ArticleDOI
Engaging Stakeholders of Crowdsourced Work: Case of Cab Aggregators of India
Jatin Pandey,Shrihari S. Sohani +1 more
TL;DR: Results show that technology has a dual nature where it enhances as well as diminish the engagement of drivers, and the identity of a professional and the flexibility offered by this app-based work fosters engagement for drivers aswell as customers.
References
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Journal ArticleDOI
Innovation and efficiency: It is possible to have it all
Matthew Sarkees,John Hulland +1 more
TL;DR: In this article, a cross-industry survey of senior marketing managers in publicly-traded U.S. firms showed that firms that successfully employ an ambidextrous strategy outperform those which overemphasize either efficiency or innovation.
Journal ArticleDOI
Ambidexterity in projects: An intellectual capital perspective
TL;DR: In this article, the authors identify the desirability of simultaneously using knowledge assets both to exploit and explore (ambidexterity) and highlight the significance of this for the project context.
Journal ArticleDOI
Facilitating organizational ambidexterity through the complementary use of projects and programs
TL;DR: In this article, a longitudinal case research into a business transformation was conducted to study how organizational ambidexterity was achieved and sustained through the complementary use of programs and projects, and a strategic, emergent approach to the management of the transformation program created flexibility, while the projects embedded in the program were managed to ensure consistent, reliable and efficient delivery of new products, operating changes and key capabilities.
Journal ArticleDOI
A multilevel examination of high-performance work systems and unit-level organisational ambidexterity
TL;DR: In this article, the authors examined the process linking high-performance work systems (HPWS) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM, human capital and social capital perspectives.