Organizational ambidexterity: using project portfolio management to support project-level ambidexterity
Petro, Yacoub; Ojiako, Udechukwu; Williams, Terry; Marshall, Alasdair
Professor Terry Williams Terry.Williams@hull.ac.uk
Director of the Risk Institute
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.
|Journal Article Type||Article|
|Publisher||Taylor & Francis|
|Peer Reviewed||Peer Reviewed|
|APA6 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|
|Keywords||Ambidexterity, Projects, Dimensions, Mechanisms|
This file is under embargo until Jun 26, 2020 due to copyright reasons.
Contact Terry.Williams@hull.ac.uk to request a copy for personal use.
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