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Facilitating ambidexterity of efficiency and flexibility in project-based organizations: An exploratory study of organizational antecedents

Sun, Xiuxia; Zhu, Fangwei; Sun, Mouxuan; Müller, Ralf Josef; Yu, Miao
Journal article, Peer reviewed
Accepted version
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URI
https://hdl.handle.net/11250/2754704
Date
2019
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  • Scientific articles [1722]
Original version
Project Management Journal. 2020;51(5):556-572   10.1177/8756972820912562
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.
Publisher
Sage
Journal
Project Management Journal

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