Do teams need both hands? An analysis of team process ambidexterity and the enabling role of information technology

Kwak, Chanhee; Lee, Junyeong; Lee, Heeseok

doi:10.1016/j.ijinfomgt.2019.11.006

Cited by 15 publications

(11 citation statements)

References 69 publications

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“…The results show that ambidexterity is developed in different organizational contexts (Revilla & Rodríguez-Prado, 2018). Different factors are addressed such as innovation (Cabeza-Pulles et al, 2020;Donada et al, 2021;Pangarso et al, 2020), learning (Duc et al, 2020;Li et al, 2020), management (Li, 2018), business models (Hu & Chen, 2016), strategies (Bustinza et al, 2020;Wu et al, 2020), structures (Nowacki & Ashby, 2020), culture (Rafailidis et al, 2017) alliances (Song et al, 2016), processes (Kwak et al, 2019) and PMS (Bedford, 2015). However, only a few of these studies focuses on the university context (Centobelli et al, 2019), where the need to link exploitation and exploration and their positive impact on innovation performance has been proven.…”

Section: Discussionmentioning

confidence: 98%

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

et al. 2022

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The main purpose of this research is to analyze the exploration and exploitation of knowledge in universities that support innovation and entrepreneurship in their environment. For this, the Performance Measurement Systems (PMS) of the universities management are analyzed as a proxy for the implementation of the strategic vision of the universities. This study is based on a systematic literature review on the subject, supported by the technical possibilities offered by the MAXQDA (The Art of Data Analysis) program. The databases used were the following: Elsevier (Science Direct), Springer, Wiley and Taylor & Francis. The main findings suggest that organizational ambidexterity, in general, develops unevenly and from different approaches, among which innovation, learning and strategy stand out. However, organizational ambidexterity hardly develops in a university context, where most of the university activities require some knowledge of the technological frontier. Therefore, it is necessary to analyze and understand these two dimensions (exploration and exploitation) and their positive influence on entrepreneurship. In a context where the development of technology and science happens at an ever-increasing speed, a balance between exploration and exploitation is necessary, which should be reflected in the different control mechanisms in academic environments, such as the Performance Measurement Systems (PMS). The analysis of these systems will allow to know the position of the universities in the face of ambidexterity.

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Section: Discussionmentioning

confidence: 98%

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

et al. 2022

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“…IT enables process standardization and agility. The ambidexterity of team processes positively affects inter-team coordination and team innovation, which directly impacts team performance ( Kwak et al, 2019 ).…”

Section: Discussionmentioning

confidence: 99%

Impact of the Extended Digital Eco-Dynamic on Innovation Performance: An Empirical Study on Small E-Businesses in Indonesia

Yuniarty

Abdinagoro

et al. 2022

Front. Psychol.

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This study will answer the factors that influence the innovation performance of small e-businesses in Indonesia during the COVID-19 pandemic. The results of this study are expected to contribute to the development of innovation theory by enriching knowledge in the field of management science in general, especially entrepreneurship theory, especially those related to innovation performance, IT ambidexterity, dynamic capability, environmental uncertainty, and Resource-Induced Coping Heuristic (RICH). This study proposes novelty by examining the effect of acquiring, developing, and protecting resources as dimensions of RICH on innovation performance in turbulent conditions due to the COVID-19 pandemic. This theoretical aspect forms the basis for further research that will develop into a broader scope related to innovation performance in entrepreneurship in Indonesia. This fundamental research uses a questionnaire as a data collection tool tested for validity and reliability before being tested empirically using structural equation modeling partial least squares. Research shows that among the dimensions of RICH, protecting resources is the most influential on innovation performance, followed by acquiring resources and developing resources. Dynamic capability positively affects innovation performance. Environmental uncertainty positively affects dynamic capability. Environmental uncertainty positively affects innovation performance. IT capability positively affects dynamic capability. IT capability positively affects innovation performance. The development of small e-businesses needs to get significant attention. Small e-businesses need to develop mutually beneficial business partnerships and improve the quality of their human resources.

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“…Balancing the exploitative and explorative aspects is crucial for BPM ambidexterity, which may also lead to tensions or conflicts regarding convergent and divergent thinking. For instance, balancing efforts are required when outweighing different purposes such as standardization versus agility, following different business trends, or integrating different process variants and different technologies (Kwak, Lee, & Lee, 2020; vom Brocke et al, 2020).…”

Section: Bpm Ambidexterity As a Theoretical Lensmentioning

confidence: 99%

How the COVID‐19 pandemic can stimulate more radical business process improvements: Using the metaphor of a tree

Looy

2021

Knowl Process Manag

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The COVID‐19 pandemic has forced organizations and employees worldwide to drastically rethink their way of working. While drastic process changes normally tend to fail or are challenged by employee resistance, the COVID‐19 pandemic has reduced this impediment so that organizations actually experience how alternative (i.e., more simple and digitalized) working alternatives can look like. This opinion paper calls for more business process management (BPM) ambidexterity in organizations, so that the alternatives experienced during COVID‐19 can be evaluated and remain after the pandemic. For this purpose, a BPM tree is proposed to outweigh incremental process improvements from more radical ones, in order for organizations to exploit good practices but also to better explore emerging opportunities.

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Do teams need both hands? An analysis of team process ambidexterity and the enabling role of information technology

Cited by 15 publications

References 69 publications

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

Impact of the Extended Digital Eco-Dynamic on Innovation Performance: An Empirical Study on Small E-Businesses in Indonesia

How the COVID‐19 pandemic can stimulate more radical business process improvements: Using the metaphor of a tree

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