Photo by scottwebb from unsplash
Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential,… Click to show full abstract
Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential, and contextual ambidexterity. To understand and theorize on this phenomenon, seven case studies with 76 qualitative interviews were held. The results show that unpredictable and changing environments set the enabling context for ambidexterity, whereas design choices involving dimensions of structure, processes, empowerment, rewards, and human resource policies serve as structural antecedents. The managers and employees who respectively behave in supportive and initiative ways ultimately trigger different types of ambidexterity.
Journal Title: Project Management Journal
Year Published: 2020
Link to full text (if available)
Share on Social Media: Sign Up to like & get
recommendations!