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

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

Authors

Yacoub Petro

Udechukwu Ojiako

Alasdair Marshall



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 emphasising contradictory strategic goals. Data are obtained from multiple exploratory interviews of senior executives involved in project-level activities who were drawn from twelve case organisations 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 organisational levels.

Citation

Petro, Y., Ojiako, U., Williams, T., & Marshall, A. (in press). Organizational ambidexterity: using project portfolio management to support project-level ambidexterity. Production planning & control, https://doi.org/10.1080/09537287.2019.1630683

Journal Article Type Article
Acceptance Date Jun 8, 2019
Online Publication Date Jun 25, 2019
Deposit Date Jun 6, 2019
Publicly Available Date Jun 26, 2020
Print ISSN 0953-7287
Publisher Taylor & Francis
Peer Reviewed Peer Reviewed
DOI https://doi.org/10.1080/09537287.2019.1630683
Keywords Ambidexterity, Projects, Dimensions, Mechanisms
Public URL https://hull-repository.worktribe.com/output/1949312
Publisher URL https://www.tandfonline.com/doi/full/10.1080/09537287.2019.1630683

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