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Ambidexterity through project portfolio management - resolving paradoxes in organizations
Abstract
This research book aims to build an understanding of how ambidexterity can be achieved in Project Based Organizations (PBOs). Ambidexterity is the organizational ability to simultaneously explore market and exploit knowledge and resources to improve performance and drive through sustainability. This research proposes the use of Project Portfolio Management (PPM) practices to show the path to ambidexterity in dynamic, albeit project-based, environments.
... Organisational ambidexterity is the willingness of an organisation to simultaneously navigate the market and surrounding environment (Alshawabkeh et al., 2020;Petro, 2017) and reallocate resources and competencies to address new opportunities and threats (O'Reilly & Tushman, 2011). Although, according to Ojha et al. (2018), organisational ambidexterity is shown as a static process, when similar studies (Ojha et al., 2018;Brown & Eisenhardt, 1998;March, 1991) in the literature are examined, it is seen that organisational ambidexterity is a dynamic and sequential process. ...
This study aimed to determine the relationship between communication and knowledge-sharing levels and organisational ambidexterity levels of nurses working in university hospitals in the TRC1 (Gaziantep, Adıyaman, Kilis) Region of Turkey. Through simple random sampling, 318 nurses working in university hospitals in the TRC1 Region were reached. As a result of the analysis, a positive linear and significant relationship was determined between communication and information sharing and organisational ambidexterity. In addition, it is a remarkable result of this study that the communication, knowledge sharing, and organisational ambidexterity levels of the Y-generation nurses are at the lowest level compared to the other generation nurses.
... Some research was done on impact of project portfolio management (e.g. Petro, 2017) and Agile project management (e.g. Sailer, 2019) on ambidexterity. ...
This research examines middle-managers’ construing of exploratory and exploitative innovation projects in two large US high-tech companies. The theoretical basis for this research is that of organizational ambidexterity and agency theory. Answering a call from multiple researchers, this research focuses on ambidexterity at the individual level.
The research follows a phenomenological paradigm with its focus on individual experiences as evidence, and constructivism as epistemological stance. It is based on a case study design, with data collection completed in two stages, using Repertory Grid Technique in stage 1 and Key Informant Interviews in stage 2.
Emergent findings indicate that a) prior experience type (exploitative/exploratory) and function (Engineering / Product management) are the key leading indicators of differences in the construing of project success; b) there is mostly alignment in how managers from different levels construe what is important for exploratory and exploitative innovation projects; c) there is a difference in the extent to which managers apply approaches to these two types of project; and d) managers rarely apply exploratory-innovation specific approaches even when merited.
The emergent root cause for lack of exploratory innovation specific approaches appears to be a result of inertia, and of the expectations of the extant corporate culture. A model is developed to indicate how a change can be introduced in an organization to address this finding.
This research contributes to study of ambidexterity, managerial sensemaking, and project management by offering an insight into how managers from the Product Management and Engineering functions think about project success. It offers possible explanations for the lack of distinction between exploration and exploitation when it comes to selection of approaches and metrics; it presents implications to practice and makes recommendations for improving chances of success of exploratory innovation projects.
... Recent studies on ambidexterity within the context of project management suggested the widely accepted importance in projects of contextualized ambidexterity (Turner et al. 2013a(Turner et al. , b, 2014Pellegrinelli et al. 2015;Bednarek et al. 2016;Petro 2017). Drawing from the earlier works of Birkinshaw and Gupta (2013) who had argued that organizations were more efficient than markets in long-term transformation of scarce resources, we posit that projects encompass the very essence of this transformation process and associated tensions that exist between the misguided desire for instrumentality (Lenfle and Loch 2010) and the flexibility required to deal with the uncertainties that prevail in projects due to their novelty (Prado and Sapsed 2016). ...
The objective of this paper is to explore a project-focused understanding of contemporary organizational ambidexterity literature. As part of this process, a taxonomical analysis of the elements and components of the concept of organizational ambidexterity is undertaken. Findings suggest that a project-focused notion of organizational ambidexterity involves different levels, dimensions, and mechanisms. The predominant contribution of this study resides within the taxonomy study, which provides a platform for a more holistic understanding of organizational ambidexterity as a multifaceted concept applicable to the project management discipline.
Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organizations which deliver projects in portfolios, often in order to maximize resource utilization, may discern that these also provide better conduits for organizational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.
Enhanced positive outcomes and benefits require project management to be integrated with knowledge management (KM) to induce ambidexterity and project success. To offer an empirical insight into this issue and advance the field of knowledge further, this research studies the mediating role of ambidexterity within the KM project success connection. The data collected from a sample of 350 senior people who have familiarity with relevant capital projects in the manufacturing companies in Jordan were analyzed using the algorithm of partial least squares (PLS) and bootstrapping techniques. The findings of the study show that KM is an integral aspect of project success, and it has a significant positive effect on project success, but KM, which does not induce ambi-dexterity, could not significantly enhance project success. KM can induce and stimulate enhanced project performance and benefits only when it induces ambidexterity. This implies that project success requires KM, given that KM allows organizations to possess exploitative and explorative capabilities simultaneously to tackle issues arising from the external environment. That this study covers only the manufacturing sector in Jordan, the research model can be replicated in other contexts to solidify the findings of the current study.
Enhanced positive outcomes and benefits require project management to be integrated with knowledge management (KM) to induce ambidexterity and project success. To offer an empirical insight into this issue and advance the field of knowledge further, this research studies the mediating role of ambidexterity within the KM project success connection. The data collected from a sample of 350 senior people who have familiarity with relevant capital projects in the manufacturing companies in Jordan were analyzed using the algorithm of partial least squares (PLS) and bootstrapping techniques. The findings of the study show that KM is an integral aspect of project success, and it has a significant positive effect on project success, but KM, which does not induce ambi-dexterity, could not significantly enhance project success. KM can induce and stimulate enhanced project performance and benefits only when it induces ambidexterity. This implies that project success requires KM, given that KM allows organizations to possess exploitative and explorative capabilities simultaneously to tackle issues arising from the external environment. That this study covers only the manufacturing sector in Jordan, the research model can be replicated in other contexts to solidify the findings of the current study.
Abstract
Enhanced positive outcomes and benefits require project management to be integrated with knowledge management (KM) to induce ambidexterity and project success. To offer an empirical insight into this issue and advance the field of knowledge further, this research studies the mediating role of ambidexterity within the KM project success connection. The data collected from a sample of 350 senior people who have familiarity with relevant capital projects in the manufacturing companies in Jordan were analyzed using the algorithm of partial least squares (PLS) and bootstrapping techniques. The findings of the study show that KM is an integral aspect of project success, and it has a significant positive effect on project success, but KM, which does not induce ambi- dexterity, could not significantly enhance project success. KM can induce and stimu- late enhanced project performance and benefits only when it induces ambidexterity. This implies that project success requires KM, given that KM allows organizations to possess exploitative and explorative capabilities simultaneously to tackle issues arising from the external environment. That this study covers only the manufacturing sector in Jordan, the research model can be replicated in other contexts to solidify the find- ings of the current study.
The objective of this paper is to explore a project-focused understanding of contemporary organizational ambidexterity literature. As part of this process, a taxonomical analysis of the elements and components of the concept of organizational ambidexterity is undertaken. Findings suggest that a project-focused notion of organizational ambidexterity involves different levels, dimensions, and mechanisms. The predominant contribution of this study resides within the taxonomy study, which provides a platform for a more holistic understanding of organizational ambidexterity as a multifaceted concept applicable to the project management discipline.
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