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

Neil Turner; H. Maylor; Liz Lee-Kelley; Tim Brady; Elmar Kutsch; Stephen Carver

doi:10.1002/pmj.21454

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

Neil Turner, H. Maylor, Liz Lee-Kelley, Tim Brady, Elmar Kutsch, Stephen Carver

University of Brighton

Research output: Contribution to journal › Article › peer-review

Abstract

We develop a framework to analyse the multi-level 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.

Original language	English
Pages (from-to)	44-55
Number of pages	12
Journal	Project Management Journal
Volume	45
Issue number	5
DOIs	https://doi.org/10.1002/pmj.21454
Publication status	Published - 1 Oct 2014

Keywords

ambidexterity
intellectual capital
knowledge
case study
Olympics

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AU - Carver, Stephen

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

Abstract

Keywords

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