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

Petro, Yacoub; Ojiako, Udechukwu; Williams, Terry; Marshall, Alasdair


Yacoub Petro

Udechukwu Ojiako

Alasdair Marshall


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.


Petro, Y., Ojiako, U., Williams, T., & Marshall, A. (2020). Organizational ambidexterity: using project portfolio management to support project-level ambidexterity. Production planning & control, 31(4), 287-307.

Journal Article Type Article
Acceptance Date Jun 8, 2019
Online Publication Date Jun 25, 2019
Publication Date Mar 11, 2020
Deposit Date Jun 6, 2019
Publicly Available Date Jun 26, 2020
Journal Production Planning and Control
Print ISSN 0953-7287
Electronic ISSN 1366-5871
Publisher Taylor and Francis
Peer Reviewed Peer Reviewed
Volume 31
Issue 4
Pages 287-307
Keywords Ambidexterity; Projects; Dimensions; Mechanisms
Public URL
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