Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects
Autor(a) principal: | |
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Data de Publicação: | 2020 |
Tipo de documento: | Dissertação |
Idioma: | eng |
Título da fonte: | Repositório Institucional do FGV (FGV Repositório Digital) |
Texto Completo: | https://hdl.handle.net/10438/29675 |
Resumo: | Paradoxes, persistent contradictions between interdependent elements, are increasingly common and relevant for organizations, as the business environment gets steadily more unpredictable, ambiguous, and fast. At the same time, organizations are also increasingly digital since information technology is more and more pervasive and powerful. In this context, organizations strive for agility through technology to respond to opportunities and threats more effectively. These responses often take place in the form of IT projects that are exposed to paradoxes, such as control and autonomy, stability and change, and short and long term. Previous studies already identified that organizational agility is positively influenced by IT ambidexterity, the ability to simultaneously explore and exploit IT resources and practices. Theory also describes how certain IT components contribute to IT ambidexterity; however, the literature is silent on a key point: how the ability to effectively manage paradoxes in IT projects influence IT ambidexterity. To contribute to the information systems’ field, we propose a new construct, IT project ambidexterity, and evaluate its influence on IT ambidexterity through an on-line survey with 132 Brazilian IT executives. Survey data were analyzed using the partial least square, structural equation modeling (PLS-SEM) statistical approach. We found that IT project ambidexterity positively and significantly influences IT ambidexterity, a source of organizational agility in a digital and dynamic world. |
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Kaneko, RogérioEscolas::EAESPLarieira, Cláudio Luís CarvalhoCappellozza, AlexandreSanchez, Otávio Próspero2020-09-17T16:10:45Z2020-09-17T16:10:45Z2020-09https://hdl.handle.net/10438/29675Paradoxes, persistent contradictions between interdependent elements, are increasingly common and relevant for organizations, as the business environment gets steadily more unpredictable, ambiguous, and fast. At the same time, organizations are also increasingly digital since information technology is more and more pervasive and powerful. In this context, organizations strive for agility through technology to respond to opportunities and threats more effectively. These responses often take place in the form of IT projects that are exposed to paradoxes, such as control and autonomy, stability and change, and short and long term. Previous studies already identified that organizational agility is positively influenced by IT ambidexterity, the ability to simultaneously explore and exploit IT resources and practices. Theory also describes how certain IT components contribute to IT ambidexterity; however, the literature is silent on a key point: how the ability to effectively manage paradoxes in IT projects influence IT ambidexterity. To contribute to the information systems’ field, we propose a new construct, IT project ambidexterity, and evaluate its influence on IT ambidexterity through an on-line survey with 132 Brazilian IT executives. Survey data were analyzed using the partial least square, structural equation modeling (PLS-SEM) statistical approach. We found that IT project ambidexterity positively and significantly influences IT ambidexterity, a source of organizational agility in a digital and dynamic world.Paradoxos, contradições persistentes entre elementos interdependentes, são cada vez mais comuns e relevantes para as organizações, uma vez que o ambiente de negócios é crescentemente mais imprevisível, ambíguo e veloz. Simultaneamente, as organizações são cada vez mais digitais, pois a tecnologia da informação vem se tornando mais universal e poderosa. Neste contexto, as organizações buscam agilidade através da tecnologia para responder a oportunidades e ameaças de maneira mais efetiva. Estas respostas comumente tomam a forma de projetos de TI que, por sua vez, também estão expostos a paradoxos como controle e autonomia, estabilidade e mudança, e curto e longo prazo. Estudos prévios já identificaram que a agilidade organizacional é influenciada positivamente pela ambidestralidade de TI, a habilidade de simultaneamente tirar proveito dos recursos e práticas de TI existentes e explorar possibilidades com novos recursos e práticas de TI. A teoria também descreve como certos componentes de TI contribuem para a ambidestralidade de TI, porém, a literatura não trata um ponto-chave: como a habilidade de gerenciar efetivamente os paradoxos em projetos de TI influencia a ambidestralidade de TI. Para contribuir com a área de sistemas da informação, nós propomos um novo construto, ambidestralidade dos projetos de TI, e avaliamos sua influência na ambidestralidade de TI através de uma pesquisa eletrônica com 132 executivos de TI brasileiros. Os dados coletados foram analisados com a técnica de modelagem de equações estruturais com mínimos quadrados parciais (PLS-SEM). Nós descobrimos que a ambidestralidade dos projetos de TI influencia positiva e significativamente a ambidestralidade de TI, uma fonte de agilidade organizacional em um mundo digital e dinâmico.engParadox theoryProject ambidexterityIT ambidexterityTeoria dos paradoxosAmbidestralidade em projetosAmbidestralidade em TIAdministração de empresasTecnologia da informação - ProjetosAdministração de projetosDesenvolvimento organizacionalParadoxosDo you want to increase IT ambidexterity? 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dc.title.eng.fl_str_mv |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
title |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
spellingShingle |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects Kaneko, Rogério Paradox theory Project ambidexterity IT ambidexterity Teoria dos paradoxos Ambidestralidade em projetos Ambidestralidade em TI Administração de empresas Tecnologia da informação - Projetos Administração de projetos Desenvolvimento organizacional Paradoxos |
title_short |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
title_full |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
title_fullStr |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
title_full_unstemmed |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
title_sort |
Do you want to increase IT ambidexterity? Pay attention to paradoxes in projects |
author |
Kaneko, Rogério |
author_facet |
Kaneko, Rogério |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Larieira, Cláudio Luís Carvalho Cappellozza, Alexandre |
dc.contributor.author.fl_str_mv |
Kaneko, Rogério |
dc.contributor.advisor1.fl_str_mv |
Sanchez, Otávio Próspero |
contributor_str_mv |
Sanchez, Otávio Próspero |
dc.subject.eng.fl_str_mv |
Paradox theory Project ambidexterity IT ambidexterity |
topic |
Paradox theory Project ambidexterity IT ambidexterity Teoria dos paradoxos Ambidestralidade em projetos Ambidestralidade em TI Administração de empresas Tecnologia da informação - Projetos Administração de projetos Desenvolvimento organizacional Paradoxos |
dc.subject.por.fl_str_mv |
Teoria dos paradoxos Ambidestralidade em projetos Ambidestralidade em TI |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Tecnologia da informação - Projetos Administração de projetos Desenvolvimento organizacional Paradoxos |
description |
Paradoxes, persistent contradictions between interdependent elements, are increasingly common and relevant for organizations, as the business environment gets steadily more unpredictable, ambiguous, and fast. At the same time, organizations are also increasingly digital since information technology is more and more pervasive and powerful. In this context, organizations strive for agility through technology to respond to opportunities and threats more effectively. These responses often take place in the form of IT projects that are exposed to paradoxes, such as control and autonomy, stability and change, and short and long term. Previous studies already identified that organizational agility is positively influenced by IT ambidexterity, the ability to simultaneously explore and exploit IT resources and practices. Theory also describes how certain IT components contribute to IT ambidexterity; however, the literature is silent on a key point: how the ability to effectively manage paradoxes in IT projects influence IT ambidexterity. To contribute to the information systems’ field, we propose a new construct, IT project ambidexterity, and evaluate its influence on IT ambidexterity through an on-line survey with 132 Brazilian IT executives. Survey data were analyzed using the partial least square, structural equation modeling (PLS-SEM) statistical approach. We found that IT project ambidexterity positively and significantly influences IT ambidexterity, a source of organizational agility in a digital and dynamic world. |
publishDate |
2020 |
dc.date.accessioned.fl_str_mv |
2020-09-17T16:10:45Z |
dc.date.available.fl_str_mv |
2020-09-17T16:10:45Z |
dc.date.issued.fl_str_mv |
2020-09 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://hdl.handle.net/10438/29675 |
url |
https://hdl.handle.net/10438/29675 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/embargoedAccess |
eu_rights_str_mv |
embargoedAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
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Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
bitstream.url.fl_str_mv |
https://repositorio.fgv.br/bitstreams/e108b4cf-9b89-4670-bd95-2623c6ef19e2/download https://repositorio.fgv.br/bitstreams/6bb94382-eb9b-417d-bb76-ae0d9f4a8579/download https://repositorio.fgv.br/bitstreams/62897cfa-dd04-46aa-9dc7-5880233f759a/download https://repositorio.fgv.br/bitstreams/b3f19567-4fe0-4445-825c-b6640d52b835/download |
bitstream.checksum.fl_str_mv |
11eeea37bb4f699adc3f27ee646d6421 dfb340242cced38a6cca06c627998fa1 3aeb23f323eb677a59336638b2dcb1ec c293628dd41b38b5cabcffdfac5373d5 |
bitstream.checksumAlgorithm.fl_str_mv |
MD5 MD5 MD5 MD5 |
repository.name.fl_str_mv |
Repositório Institucional do FGV (FGV Repositório Digital) - Fundação Getulio Vargas (FGV) |
repository.mail.fl_str_mv |
|
_version_ |
1813797768853979136 |