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

Tools

Petro, Yacoub and Ojiako, Udechukwu and Williams, Terry and Marshall, Alasdair (2020) Organizational ambidexterity : using project portfolio management to support project-level ambidexterity. Production Planning and Control, 31 (4). pp. 287-307. ISSN 0953-7287 (https://doi.org/10.1080/09537287.2019.1630683)

[thumbnail of Petro-etal-PPC-2019-Organizational-ambidexterity-using-project-portfolio-management-to-support-project-level-ambidexterity]
Preview
 Text. Filename: Petro-etal-PPC-2019-Organizational-ambidexterity-using-project-portfolio-management-to-support-project-level-ambidexterity.pdf
Accepted Author Manuscript
License: Strathprints license 1.0
Download (958kB)| Preview

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 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.

ORCID iDs

Petro, Yacoub, Ojiako, Udechukwu ORCID logoORCID: https://orcid.org/0000-0003-0506-2115, Williams, Terry and Marshall, Alasdair;
CORE (COnnecting REpositories)