Fostering Ambidextrous Innovation in Infrastructure Projects: Differentiation and Integration Tactics of Cross-Functional Teams

Zhang, Xinyue; Le, Yun; Yan, Liu; Liu, Mingqiang

doi:10.1061/(asce)co.1943-7862.0002060

Cited by 17 publications

(4 citation statements)

References 79 publications

(126 reference statements)

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“…According to the literature, organisational learning for IA benefits from different forms of diversity such as gender diversity (Ben Rejeb et al 2020 ), alliance portfolio diversity (Ardito et al 2019 ), and alliance network diversity that encompasses partner type diversity, technological diversity, industrial diversity, geographical diversity, and functional diversity (Zhang et al 2020a ). Other forms of diversity in the literature include technological portfolio diversity (Lin and Chang 2015 ), team heterogeneity (Zhang et al 2021a ), knowledge heterogeneity (Tsai 2016 ), top management team (TMT) diversity (Röd 2019 ; Lei et al 2021 ), team diversity (Zhang et al 2021b ), and TMT’s cognitive diversity (Kanchanabha and Badir 2021 ). Whereas most of the studies reveal that diversity has a positive impact on IA, Zhang et al ( 2020a , b ) notes that different types of alliance network diversities have different effects on IA, such as industrial diversity enhancing IA, geographical diversity hindering IA, and functional diversity having an inverted U-shaped relationship with firm IA.…”

Section: Review Findingsmentioning

confidence: 99%

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

2023

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Innovation ambidexterity has emerged as a primary interest in management research due to the strategy’s support for adaptability and flexibility pursuant to competitiveness. While management studies investigate and explicate the socioeconomic and technological challenges of ambidexterity, there is a gap in knowledge on the determinants that underpin the management of ambidextrous organisations. To tackle this paucity, this article uses a systematic approach to review existing literature on innovation ambidexterity, identifying the main determinants for managing ambidexterity in organisations, and setting an agenda for future management research informed by these determinants. The review assembles and critically appraises 121 articles published between 2007 and 2021. It examines the research clusters, investigated industry sectors, research methodologies, management theories, and research contributions of studies on innovation ambidexterity. The review finds seven main determinants for managing ambidexterity consisting of: (i) process mechanisms, (ii) organisational learning, (iii) leadership styles, (iv) technology investments, (v) organisational contexts, (vi) environmental uncertainties, and (vii) institutional pressures. Using insights from the review process, the article proposes a set of management priorities and suggests seven areas for future ambidexterity research with respect to digital interdependence, organisational legacy, stewardship behaviour, technology sourcing, organisational resilience, environmental readiness, and institutional transformation. Theoretically, the article contributes to knowledge via a multi-level ‘wheel’ model of ambidexterity management that links management determinants to priorities, and managerially, the review offers a fresh perspective on management factors for ambidexterity.

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Section: Review Findingsmentioning

confidence: 99%

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

2023

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“…As Sha (2004) argued, the effect of coercive pressures on the adoption behaviors still depends on whether the rule is mandatory or not, and if it is only recommended, few projects will break their accustomed practices to try innovative approaches. Although the Chinese central government has issued policies to promote program management, owners may not be willing to pay more costs and organizational changes to try a new management method that has never been involved just because of the government's promotion (Zhang et al 2021b). Large projects, in particular, have greater uncertainty and complexity than ordinary construction projects, the adoption of a new management approach will therefore be more cautious.…”

Section: Role Of Coercive Pressuresmentioning

confidence: 99%

Impact of Institutional Pressures on External Program Manager Involvement: Evidence from Large Projects in China

Liu

Zhu

et al. 2022

J. Constr. Eng. Manage.

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External program manager involvement can provide professional and systematic management services to owners, it helps to manage and coordinate different sub-projects and ensure the achievement of the overall strategic goals of large projects. The promotion of external program manager involvement is not only efficiency-driven, but the institutional environment also has a significant impact. This study developed a theoretical model to explain how external program manager involvement is influenced by the external institutional forces (coercive, mimetic, and normative pressures) and the internal top management support. Based on the questionnaire survey, this study tested the research model through partial least squares structural equation modeling. The empirical results revealed that coercive pressures have no significant impact on external program manager involvement; owners' top management support act as a complete mediator between the mimetic pressures and external program manager involvement; normative pressures have the greatest impact ManuscriptClick here to access/download;Manuscript;new manuscript.doc on top management support and external program manager involvement, and top management support plays a key but partially mediating role. A direct contribution of this study is to reveal how different types of isomorphic pressures can be better exercised to facilitate the involvement of external program managers. Going further, by incorporating both external institutional pressures and internal top management support into the research model, this study provides insight into how organizations are influenced by external institutions to apply tools or approaches internally.

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“…Further, participative leadership is found to impact shared leadership by team atmosphere (H3). Due to the cross-functional characteristic of infrastructure project teams, team members' different understandings or solutions may lead to team conflict (Zhang et al ., 2021). In this situation, the positive team atmosphere is beneficial for team members to express thoughts and emotions, which can establish a good relationship between members.…”

Section: Discussionmentioning

confidence: 99%

Transforming vertical leadership into shared leadership in infrastructure project teams: a dual-pathway perspective

Gan

Jia

et al. 2023

ECAM

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PurposeInfrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team effectiveness, including vertical leadership and team-level leadership. The purpose of this paper is to examine how vertical leadership facilitates shared leadership in infrastructure project teams.Design/methodology/approachThis paper develops the conceptual model based on the literature review. Then the questionnaire survey was conducted. The empirical data obtained from 117 infrastructure project teams in China were analyzed by partial least squares structural equation modeling (PLS-SEM) for validating the proposed model. Finally, the results were comparatively discussed to explain the dual-pathway between vertical leadership and shared leadership. And the practical implications were presented for the project managers in infrastructure project teams.FindingsDrawing on social learning theory and social cognitive theory, the results show that both participative leadership and task-oriented leadership can facilitate shared leadership. Further, team atmosphere fully mediates the link between participative leadership and shared leadership. Team efficacy fully mediates the relation between task-oriented leadership and shared leadership. Also, role clarity has a negative moderating effect on the former path.Originality/valueThe study extends the knowledge of leadership theory in the construction field. Based on the proposed conceptual model and PLS-SEM results, this study unveils the black box between vertical leadership and shared leadership and contributes to the theory of leadership on how the impact of different vertical leadership on team process promotes shared leadership.

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Fostering Ambidextrous Innovation in Infrastructure Projects: Differentiation and Integration Tactics of Cross-Functional Teams

Cited by 17 publications

References 79 publications

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

Impact of Institutional Pressures on External Program Manager Involvement: Evidence from Large Projects in China

Transforming vertical leadership into shared leadership in infrastructure project teams: a dual-pathway perspective

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