Ambidexterity and Knowledge Strategy in Major Projects: A Framework and Illustrative Case Study

Neil W. Turner · Harvey R. Maylor · Liz Lee‐Kelley · Tim Brady · Elmar Kutsch

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Innovation and Knowledge Management Construction Project Management and Performance Knowledge Management and Sharing

Abstract

We develop a framework to analyze the multilevel knowledge requirements of complex, major projects in terms of ambidexterity–-the ability to exploit (refine existing knowledge) and explore (develop new knowledge). This is an important theme within the wider literature, yet practical operationalization methods for managers and researchers are not evident. We demonstrate the ambidexterity view through an illustrative case study of telecommunications delivery for the London 2012 Olympic Games and show how these concepts can be used to create an effective knowledge strategy. We offer a structure for the analysis of knowledge utilization in projects.

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References

1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 1994A Dynamic Theory of Organizational Knowledge Creation 1996Toward a knowledge‐based theory of the firm 1998Working knowledge: how organizations manage what they know 1991Organizational Learning: The Contributing Processes and the Literatures 1994The Management of Innovation 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

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2020Teams and Project Performance: An Ability, Motivation, and Opportunity Approach 2019Organizational Ambidexterity: A Critical Review and Development of a Project-Focused Definition

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