Multilevel analysis of ambidexterity and tagging of specialised projects in project-based information technology firms

Public procurement as an attractive customer: a supplier perspective

Purpose

Buyer–supplier relationships in public procurement have garnered increasing attention in research, yet studies on the perspective of suppliers on public procurement have remained limited. This research takes the perspective of suppliers and aims to investigate the innovativeness of suppliers and the impact of supply chain ambidexterity strategies on their perceptions about public procurement in terms of innovation enablers and customer attractiveness.

Design/methodology/approach

This research draws from a survey of 137 suppliers to the public sector in Finland and applies PLS-path modeling to test its hypotheses.

Findings

The findings reveal that the ambidexterity strategy of suppliers in the supply chain influences how they perceive the innovation enablers and customer attractiveness of public organizations since processes of public procurement do not support these strategies fully. Supplier innovativeness has an influence on the perceived innovation enablers of public procurement, which, in turn, influences customer attractiveness.

Practical implications

The innovativeness and strategies of suppliers for the supply chain have an impact on how attractive they perceive public procurement. The findings of this research provide insights on why the customer attractiveness of public procurement may not be high enough to secure the competition in their bidding processes.

Originality/value

The study’s contribution adds to the field of buyer–supplier relationships and customer attractiveness in public procurement by showing the importance of innovation enablers and highlighting the impact of supplier's ambidexterity in the supply chain on their perceptions about public procurement.

Facilitating Contextual Ambidexterity in a Global Operations Expansion Program

One of the focal challenges in managing global operations is how to utilize existing knowledge to avoid reinventing the wheel, yet to critically assess current knowledge and develop new knowledge when adapting to local conditions. Research indicates that successful organizations manage these tensions by developing ambidexterity. We elaborate on contextual ambidexterity—one specific form of ambidexterity—in the global operations expansion program at Neste. We conclude with illustrations of tools used to facilitate alignment and adaptability over time. Interestingly, different tools are used in different phases of the program. Moreover, the emphasis cycles between alignment and adaptability.

Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents

Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential, and contextual ambidexterity. To understand and theorize on this phenomenon, seven case studies with 76 qualitative interviews were held. The results show that unpredictable and changing environments set the enabling context for ambidexterity, whereas design choices involving dimensions of structure, processes, empowerment, rewards, and human resource policies serve as structural antecedents. The managers and employees who respectively behave in supportive and initiative ways ultimately trigger different types of ambidexterity.