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Managerial ambidexterity and the cultural toolkit in project delivery
journal contribution
posted on 2018-08-01, 13:47 authored by Dipo Awojide, Ian HodgkinsonIan Hodgkinson, M.N. RavishankarResearch has established that ambidextrous organizations can successfully outperform their non-ambidextrous counterparts through exploitative and exploratory activities. However, there remains a scarcity of research on how managers orchestrate ambidexterity at the operational level, particularly in project delivery. Drawing on 55 qualitative interviews with middle managers on two engineering projects, we examine how managerial ambidexterity is enacted at the project level. We find that middle managers enable their own exploitative, exploratory and ambidextrous behaviors by invoking a repertoire of values selected from their organization’s cultural toolkit, which serve as cultural resources for action. We discuss how the cultural toolkit perspective can inform the relationship between managerial actions in day-to-day operations and organizational ambidexterity. Implications for theory and practice are presented.
History
School
- Business and Economics
Department
- Business
Published in
International Journal of Project ManagementVolume
36Issue
8Pages
1019-1033Citation
AWOJIDE, D., HODGKINSON, I.R. and RAVISHANKAR, M.N., 2018. Managerial ambidexterity and the cultural toolkit in project delivery. International Journal of Project Management, 36 (8), pp.1019-1033.Publisher
Elsevier © Elsevier Ltd, APM and IPMA.Version
- AM (Accepted Manuscript)
Publisher statement
This paper was accepted for publication in the journal International Journal of Project Management and the definitive published version is available at https://doi.org/10.1016/j.ijproman.2018.07.007Acceptance date
2018-07-31Publication date
2018-08-19Copyright date
2018ISSN
0263-7863Publisher version
Language
- en