The influence of inter-firm IT governance strategies on relational performance: The moderation effect of information technology ambidexterity

Chi, Maomao; Jing, Zhao; George, Joey F.; Li, Yanhui; Zhai, Shanshan

doi:10.1016/j.ijinfomgt.2016.11.007

Cited by 77 publications

(76 citation statements)

References 46 publications

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“…In other words, achieving, e.g., efficiency and innovation simultaneously is both necessary and feasible to drive performance (Junni et al, 2013). Recent years have seen an influx of new findings associated with how this is possible through IT Governance redesign (Chi et al, 2017;Gregory et al, 2018Gregory et al, , 2015Mithas & Rust, 2016). Yet, critique still prevails that ambidexterity is studied in an overly acontextual, configuration-driven approach (Heracleous et al, 2019;Raisch & Birkinshaw, 2008;Simsek et al, 2009).…”

Section: Theoretical Framingmentioning

confidence: 99%

“…The concept of organisational ambidexterity suggests that successful organisations need to exploit existing opportunities to achieve efficiency, while simultaneously exploring new opportunities to achieve innovation (Benner & Tushman, 2003;Chi et al, 2017;Duncan, 1976;Raisch & Birkinshaw, 2008). Ambidexterity thus involves two types of activities: exploitation and exploration (March, 1991).…”

Section: Introductionmentioning

confidence: 99%

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Efficiency creep and shadow innovation: enacting ambidextrous IT Governance in the public sector

Magnusson

Koutsikouri

Päivärinta

2020

European Journal of Information Systems

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The current push towards increased innovation within the public sector calls for new approaches to IT Governance. However, recent findings highlight the aim to avoid trade-offs between innovation and efficiency through organisational ambidexterity. This paper reports a case study of ambidextrous IT Governance in two large government agencies. According to the findings, ambidextrous IT Governance is enacted through two separate but interrelated mechanisms that emerge simultaneously. In terms of exploitation, the "efficiency creep" mechanism creates a bias for efficiencyrather than innovation-oriented investments. In terms of exploration, the "shadow innovation" mechanism involves unsanctioned innovation activities. These two mechanisms interplay, in the enactment of ambidextrous IT Governance. The contribution of this study lies in theorising about how ambidextrous IT Governance is enacted in public sector organisations, and how efficiency creep and shadow innovation influence each other. This contribution aids future research and practice on public sector innovation and IT Governance.

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Section: Theoretical Framingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Efficiency creep and shadow innovation: enacting ambidextrous IT Governance in the public sector

Magnusson

Koutsikouri

Päivärinta

2020

European Journal of Information Systems

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“…Ambidexterity positively relates to increased firm innovation, improved financial performance, higher survival rates, sales growth, market valuation and company survival (O'Reilly & Tushman, 2013). The positive ambidexterity effects on performance are moderated by contextual factors (Chi, Zhao, Goerge, Li, & Zhai, 2017;Junni et al, 2013), such as human affective and cognitive factors, and demographic and absorptive capability (Jansen, George, Van Den Bosch, & Volberda, 2008;Popadiuk, 2015;Rothaermel & Alexandre, 2009).…”

Section: Exploration Exploitation (Eande) and Ambidexteritymentioning

confidence: 99%

Dynamic Capabilities and Ambidexterity: How are These Concepts Related?

2018

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The ambidexterity and dynamic capabilities (DCs) literature have contributed to strategic management discussions that seek to explain how firms achieve and sustain competitive advantages. However, few papers are devoted to understanding how they interrelate at Teece’s (2007) micro-foundations of sensing, seizing, and reconfiguring capabilities level. To fill these gaps, we investigate previous works on strategy and organization theories which discuss the ambidexterity-DCs relationship through a systematic literature review complemented by using a snowball technique and then propose a conceptual framework. Review of the literature that integrates the two approaches shows that authors usually understand ambidexterity as a DC. Also, our framework reveals convergent elements between the two kinds of literature, such as learning; sources of information; organizational design; management of scarce resources; increase of resources through outsourcing and alliances; the role of top managers and teams’ participation in decisions; and the relevance of asset specialization and organizational governance. This article aims to contribute to the literature by synthesizing early work relating ambidexterity and DCs; proposing a conceptual framework based on DCs’ micro-foundations; and identifying avenues for future research.

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“…IT governance can be implemented using various structures, processes and mechanisms to make decisions for obtaining BI resources (Giovannetti & Marvasi, 2018 (Chi, Zhao, George, Li, & Zhai, 2017). A good IT governance involves the managing of BI to produce supreme performance in the organisation, and assists in the decision making and problemsolving processes (Sandfreni & Adikara, 2017).…”

Section: Information Technology (It) Governance and Bi Capabilitiesmentioning

confidence: 99%

The Impact of Business Intelligence Capabilities on Organisational Performance in Malaysia

Yuen¹

2019

The European Proceedings of Social and Behavioural Sciences

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The influence of inter-firm IT governance strategies on relational performance: The moderation effect of information technology ambidexterity

Cited by 77 publications

References 46 publications

Efficiency creep and shadow innovation: enacting ambidextrous IT Governance in the public sector

Efficiency creep and shadow innovation: enacting ambidextrous IT Governance in the public sector

Dynamic Capabilities and Ambidexterity: How are These Concepts Related?

The Impact of Business Intelligence Capabilities on Organisational Performance in Malaysia

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