Despite documented best practices and specialized tools, managers continue to face major challenges in software development. While managers are traditionally advised to choose between plan-driven and agile principles, software organizations increasingly face situations in which they need to take advantage of both. There is, however, limited actionable advice on how managers can shape the organi...

...................................................................................................................................................................... 10 1.0 Introduction and Problem Statement.................................................................................................................... 11 2.0 Literature Review ..................................................

The extant forest sector strategy research rests on Porter’s classic dictum that successful firms pursue a singular strategy. A growing research stream on organizational ambidexterity, however, challenges this traditional view and recommends the pursuit of hybrid strategies, a phenomenon that we note existing among forest sector firms. In this study, we set out to compare the financial performa...

Although there is broad agreement that ambidexterity somehow relates to the simultaneous pursuit of exploratory and exploitative activities, a lack of conceptual clarity exists regarding the extent to which ambidexterity concerns matching the magnitude (BD) of exploration and exploitation on a relative basis, or concerns the combined magnitude (CD) of both activities. ...

Transformational leadership has been identified as one of the most critical factors in ERP success. However, few studies have explored how transformational leadership impacts ERP success, especially in the assimilation phase. Drawing from organizational learning and leadership theories, we submit that transformational leadership is positively related to exploitative and exploratory learning, me...

Research on how managers control R&D activities has tended to focus on the performance measurement systems used to exploit existing knowledge and capabilities. This focus has been at the expense of how broader forms of management control could be used to enable R&D contextual ambidexterity, the capacity to attain appropriate levels of exploitation and exploration behaviors in the same R&D organ...

Purpose This study aims to investigate how dynamic tensions between performance measurement system (PMS) uses enable organizations achieve both exploitation and exploration enhance firm performance. Design/methodology/approach The authors collected survey data on 153 Italian companies. Scales for each construct were validated through an exploratory factor analysis. Data cross-validated by using...

ABSTRACT A chief executive officer (CEO) acting as the firm's transformational leader is typically viewed instrumental to corporate entrepreneurship in established firms, but how exactly does a higher level of come about, given CEO's actions? We suggest that organizational ambidexterity can function core mediating mechanism between CEOs and observed effectiveness this process varies critical co...