Ver artículo

We investigate ambidexterity and management system alignment at the project level. Drawing on Burns and Stalker’s (1961) notions of organic and mechanistic systems of management, we examine whether differences in management systems are associated with performance for exploration and exploitation projects. We take advantage of a unique opportunity to design a quasi-experimental field study of 46 projects in a high-technology engineering firm to test whether the alignment of organic systems to exploration projects and mechanistic systems to exploitation projects is associated with increased project success. We also test whether misalignment reduces project performance. Importantly, we find that exploration project outcomes are strongly impacted by management system alignment/misalignment whereas exploitation project outcomes are unaffected. Our findings further suggest that project leaders can …