Organizational ambidexterity: using project portfolio management to support project-level ambidexterity
Organizational ambidexterity: using project portfolio management to support project-level ambidexterity
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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Petro, Yacoub
2110b553-6514-4f49-8485-0f9611c888cb
Ojiako, Udechukwu
39f57398-8b7b-422c-9186-6a87c75e0f8f
Williams, Terry
085e6e3e-f94e-435c-936e-82fb0c5c4ae8
Marshall, Alasdair
93aa95a2-c707-4807-8eaa-1de3b994b616
Petro, Yacoub
2110b553-6514-4f49-8485-0f9611c888cb
Ojiako, Udechukwu
39f57398-8b7b-422c-9186-6a87c75e0f8f
Williams, Terry
085e6e3e-f94e-435c-936e-82fb0c5c4ae8
Marshall, Alasdair
93aa95a2-c707-4807-8eaa-1de3b994b616
Petro, Yacoub, Ojiako, Udechukwu, Williams, Terry and Marshall, Alasdair
(2019)
Organizational ambidexterity: using project portfolio management to support project-level ambidexterity.
Production Planning & Control, .
(doi:10.1080/09537287.2019.1630683).
Abstract
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.
Text
Redefining ambidexterity - field work - - final version - all
- Accepted Manuscript
More information
Accepted/In Press date: 8 June 2019
e-pub ahead of print date: 25 June 2019
Identifiers
Local EPrints ID: 432696
URI: http://eprints.soton.ac.uk/id/eprint/432696
ISSN: 0953-7287
PURE UUID: 5634d598-cd80-4325-9f29-7a511e03eab1
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Date deposited: 24 Jul 2019 16:30
Last modified: 16 Mar 2024 08:02
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Contributors
Author:
Yacoub Petro
Author:
Udechukwu Ojiako
Author:
Terry Williams
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