Transition from Engineering to Management

Evans, William J.; Bredin, Craig W.

doi:10.1061/(asce)9742-597x(1987)3:3(220)

Cited by 3 publications

(1 citation statement)

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“…Thus, in light of ideas relating to 'project studies' and the need for "fostering vibrant dialogue and debate" (Geraldi and Soderlund, 2018;p. 55) among project and engineering management scholars and practitioners, this paper endeavours to engage in discourse likely to facilitate (i) greater understanding of organisational ambidexterity applicable to projects and by implication contribute to the management in engineering discourse (Evans and Bredin, 1987;Kotnour and Farr, 2005;Omurtag, 2009;Cerchione et al, 2016) and (ii) design transient organisational and learning networks, structures and processes that are capable of effectively supporting organisational ambidexterity in their project environments.…”

Section: Our Contributions and Research Questionmentioning

confidence: 99%

Organizational Ambidexterity: A Critical Review and Development of a Project-Focused Definition

Petro¹,

Ojiako

Williams

et al. 2019

J. Manage. Eng.

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The objective of this paper is to explore a project-focused understanding of contemporary organisational ambidexterity literature. As part of this process, a taxonomical analysis of the elements and components of the concept of organisational ambidexterity is undertaken. Findings suggest that a project-focused notion of organisational ambidexterity involves different levels, dimensions and mechanisms. The predominant contribution of this paper resides within the taxonomy study, which provides a platform for a more holistic understanding of organisational ambidexterity as a multifaceted concept applicable to the project management discipline. * Those studies marked with an asterisk (*) were the ones filtered through to step 6 of the systematic analysis

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Section: Our Contributions and Research Questionmentioning

confidence: 99%