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

Research output: Contribution to journalArticle

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 languageEnglish
Pages (from-to)44-55
Number of pages12
JournalProject Management Journal
Volume45
Issue number5
DOIs
Publication statusPublished - 1 Oct 2014

Keywords

  • ambidexterity
  • intellectual capital
  • knowledge
  • case study
  • Olympics

Fingerprint Dive into the research topics of 'Ambidexterity and Knowledge Strategy in Major Projects: A Framework and Illustrative Case Study'. Together they form a unique fingerprint.

Cite this