Facilitating Contextual Ambidexterity in a Global Operations Expansion Program

Abstract

One of the focal challenges in managing global operations is how to utilize existing knowledge to avoid reinventing the wheel, yet to critically assess current knowledge and develop new knowledge when adapting to local conditions. Research indicates that successful organizations manage these tensions by developing ambidexterity. We elaborate on contextual ambidexterity—one specific form of ambidexterity—in the global operations expansion program at Neste. We conclude with illustrations of tools used to facilitate alignment and adaptability over time. Interestingly, different tools are used in different phases of the program. Moreover, the emphasis cycles between alignment and adaptability.

Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks

“…On the other hand, public clients must ensure that the project runs along the path of legitimacy by adopting a more traditional principal role to remain in control. Ambidexterity literature (e.g., Turkulainen & Ruuska, 2022) could support such line of inquiry and strengthen the field of project management.…”

Project managers' ability to explore and exploit predictive and iterative best practices

“…Exploration and exploitation can be perceived as conflicting modes and should be reconciled through various modes (Awojide et al, 2018). For this specific reason, various modes of ambidexterity are defined (Aubry and Li evre, 2010;Awojide et al, 2018;Lavie et al, 2010;Sailer, 2019;Turkulainen and Ruuska, 2022;Turner et al, 2016):…”

“…, 2018; Lavie et al. , 2010; Sailer, 2019; Turkulainen and Ruuska, 2022; Turner et al. , 2016):Structural ambidexterity is characterised by the concurrent exploitation and exploration undertaken by different business units or departments.…”