Making it happen: how managerial actions enable project-based ambidexterity

Neil Turner, Juani Swart, Harvey Maylor, Elena Antonacopoulou

Research output: Contribution to journalArticle

  • 3 Citations

Abstract

The literature on ambidexterity is dominated by theoretical development and does not fully explain
how ambidexterity is enacted. There is limited focus on the managerial actions in day-to-day operations
that enable this important phenomenon. We posit that projects offer an ideal context to investigate the
actions that enable ambidexterity since they necessarily combine planning and control (exploitation) with
some degree of novelty (exploration). Using extensive data from eight project-based case studies in the
Information Technology services sector, we ask the research question, How is project-based ambidexterity
enabled? Within this context, we identify two different types of project-based ambidexterity (distributed
and point ambidexterity) and five managerial actions (buffering, gap-filling, integration, role-expansion and tonesetting)
that enable ambidexterity. We investigate the underlying resource utilisation in terms of intellectual
capital (namely, human, social and project capital) and show the complexity of their interplay in achieving
ambidexterity. Finally, we develop a model that brings these concepts together and identify how the
‘integration’ function is central to, and interwoven with, the other actions.
LanguageEnglish
Pages199-222
Number of pages24
JournalManagement Learning
Volume47
Issue number2
Early online date15 Oct 2015
DOIs
StatusPublished - 15 Oct 2015

Fingerprint

Information technology
Planning
Ambidexterity

Keywords

  • Case study, intellectual capital, managerial actions, project-based ambidexterity

Cite this

Making it happen: how managerial actions enable project-based ambidexterity. / Turner, Neil; Swart, Juani; Maylor, Harvey; Antonacopoulou, Elena.

In: Management Learning, Vol. 47, No. 2, 15.10.2015, p. 199-222.

Research output: Contribution to journalArticle

Turner, N, Swart, J, Maylor, H & Antonacopoulou, E 2015, 'Making it happen: how managerial actions enable project-based ambidexterity' Management Learning, vol. 47, no. 2, pp. 199-222. DOI: 10.1177/1350507615610028
Turner N, Swart J, Maylor H, Antonacopoulou E. Making it happen: how managerial actions enable project-based ambidexterity. Management Learning. 2015 Oct 15;47(2):199-222. Available from, DOI: 10.1177/1350507615610028
Turner, Neil ; Swart, Juani ; Maylor, Harvey ; Antonacopoulou, Elena. / Making it happen: how managerial actions enable project-based ambidexterity. In: Management Learning. 2015 ; Vol. 47, No. 2. pp. 199-222
@article{1aa25f894d94401dafd67c0670f17e8a,
title = "Making it happen: how managerial actions enable project-based ambidexterity",
abstract = "The literature on ambidexterity is dominated by theoretical development and does not fully explainhow ambidexterity is enacted. There is limited focus on the managerial actions in day-to-day operationsthat enable this important phenomenon. We posit that projects offer an ideal context to investigate theactions that enable ambidexterity since they necessarily combine planning and control (exploitation) withsome degree of novelty (exploration). Using extensive data from eight project-based case studies in theInformation Technology services sector, we ask the research question, How is project-based ambidexterityenabled? Within this context, we identify two different types of project-based ambidexterity (distributedand point ambidexterity) and five managerial actions (buffering, gap-filling, integration, role-expansion and tonesetting)that enable ambidexterity. We investigate the underlying resource utilisation in terms of intellectualcapital (namely, human, social and project capital) and show the complexity of their interplay in achievingambidexterity. Finally, we develop a model that brings these concepts together and identify how the‘integration’ function is central to, and interwoven with, the other actions.",
keywords = "Case study, intellectual capital, managerial actions, project-based ambidexterity",
author = "Neil Turner and Juani Swart and Harvey Maylor and Elena Antonacopoulou",
year = "2015",
month = "10",
day = "15",
doi = "10.1177/1350507615610028",
language = "English",
volume = "47",
pages = "199--222",
journal = "Management Learning",
issn = "1350-5076",
publisher = "Sage Publications",
number = "2",

}

TY - JOUR

T1 - Making it happen: how managerial actions enable project-based ambidexterity

AU - Turner,Neil

AU - Swart,Juani

AU - Maylor,Harvey

AU - Antonacopoulou,Elena

PY - 2015/10/15

Y1 - 2015/10/15

N2 - The literature on ambidexterity is dominated by theoretical development and does not fully explainhow ambidexterity is enacted. There is limited focus on the managerial actions in day-to-day operationsthat enable this important phenomenon. We posit that projects offer an ideal context to investigate theactions that enable ambidexterity since they necessarily combine planning and control (exploitation) withsome degree of novelty (exploration). Using extensive data from eight project-based case studies in theInformation Technology services sector, we ask the research question, How is project-based ambidexterityenabled? Within this context, we identify two different types of project-based ambidexterity (distributedand point ambidexterity) and five managerial actions (buffering, gap-filling, integration, role-expansion and tonesetting)that enable ambidexterity. We investigate the underlying resource utilisation in terms of intellectualcapital (namely, human, social and project capital) and show the complexity of their interplay in achievingambidexterity. Finally, we develop a model that brings these concepts together and identify how the‘integration’ function is central to, and interwoven with, the other actions.

AB - The literature on ambidexterity is dominated by theoretical development and does not fully explainhow ambidexterity is enacted. There is limited focus on the managerial actions in day-to-day operationsthat enable this important phenomenon. We posit that projects offer an ideal context to investigate theactions that enable ambidexterity since they necessarily combine planning and control (exploitation) withsome degree of novelty (exploration). Using extensive data from eight project-based case studies in theInformation Technology services sector, we ask the research question, How is project-based ambidexterityenabled? Within this context, we identify two different types of project-based ambidexterity (distributedand point ambidexterity) and five managerial actions (buffering, gap-filling, integration, role-expansion and tonesetting)that enable ambidexterity. We investigate the underlying resource utilisation in terms of intellectualcapital (namely, human, social and project capital) and show the complexity of their interplay in achievingambidexterity. Finally, we develop a model that brings these concepts together and identify how the‘integration’ function is central to, and interwoven with, the other actions.

KW - Case study, intellectual capital, managerial actions, project-based ambidexterity

UR - http://dx.doi.org/10.1177/1350507615610028

U2 - 10.1177/1350507615610028

DO - 10.1177/1350507615610028

M3 - Article

VL - 47

SP - 199

EP - 222

JO - Management Learning

T2 - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 2

ER -