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Managerial ambidexterity and the cultural toolkit in project delivery

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journal contribution
posted on 01.08.2018 by Dipo Awojide, Ian Hodgkinson, M.N. Ravishankar
Research 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 Management

Volume

36

Issue

8

Pages

1019-1033

Citation

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.2018.07.007

Acceptance date

31/07/2018

Publication date

2018-08-19

Copyright date

2018

ISSN

0263-7863

Language

en

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