Abstract
Several studies document that IT influences the performance of new product/service development (NPD/NSD) projects. However, there has been limited attention on IT ambidexterity – the simultaneous pursuit of IT exploitation and IT exploration- in this context. To address this gap, we draw on the resource-based view (RBV) to study the impact of IT ambidexterity on performance, looking into the dimensions of leadership style and organisational structure, based on a sample of 314 SMEs in UK that are forced to pursue exploitation and exploration at the same time due to scarcer resources. Our results confirm that firstly, IT ambidexterity is indeed a significant enabler of NPD/NSD project performance; and secondly, both forms of leadership – directive and participative – as well as only formal organizational structures allow IT ambidexterity to build up. Finally, we discuss the implications for research and practice with a particular focus on SMEs.
| Original language | English |
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| Title of host publication | IT ambidexterity: Antecedents and implications in new product/service development projects |
| Place of Publication | Newcastle |
| Publication status | Published - 6 Sept 2016 |