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Ambidextrous Innovation in Project Management: A Systematic Literature Review

Author

Listed:
  • Mohammad AlSaied

    (School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK)

  • Patrick McLaughlin

    (School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK)

Abstract

Projects work under constant pressure of resource and time constraints. In order to perform effectively and efficiently, innovation seems to be a significant factor. However, due to the different nature of projects as compared to the organization, projects have been finding it difficult to undertake such innovation. However, ambidextrous innovation, which seeks to balance exploratory and exploitative innovation, offers a possible solution. However, research on the relationship between ambidextrous innovation and project management is at an early stage. The purpose of the present research is to undertake a systematic review of the literature to build and synthesize the understanding of innovation ambidexterity at the project level. Following the Preferred Reporting Items for Systematic Reviews and Meta Analysis (PRISMA) guidelines, our research collected data from the Web of Science and SCOPUS databases. By adhering to the PRISMA approach, we ensured a rigorous and transparent approach to the systematic review study, allowing for comprehensive data collection and analysis. The results of the present review study suggest that interest is building rapidly to incorporate ambidextrous innovation into project management. Ambidextrous innovation seemed to positively impact both the performance and capability of projects to undertake the innovation. Further, important drivers such as organizational culture, knowledge management, innovation activities, and agility play key roles in undertaking ambidextrous innovation at the project level. Further, elements of the team such as team integration, alignment, and knowledge utilization also play key roles. Finally, the avenue of future research has also been highlighted.

Suggested Citation

  • Mohammad AlSaied & Patrick McLaughlin, 2024. "Ambidextrous Innovation in Project Management: A Systematic Literature Review," Administrative Sciences, MDPI, vol. 14(7), pages 1-29, July.
    • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:7:p:151-:d:1435507
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    References listed on IDEAS

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    1. Amrit Tiwana, 2008. "Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity," Strategic Management Journal, Wiley Blackwell, vol. 29(3), pages 251-272, March.
    2. Paul, Justin & Criado, Alex Rialp, 2020. "The art of writing literature review: What do we know and what do we need to know?," International Business Review, Elsevier, vol. 29(4).
    3. Annika Reischl & Sabrina Weber & Stephan Fischer & Claus Lang-Koetz, 2022. "Contextual Ambidexterity: Tackling the Exploitation and Exploration Dilemma of Innovation Management in SMEs," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 19(02), pages 1-29, April.
    4. Lennerts, Silke & Schulze, Anja & Tomczak, Torsten, 2020. "The asymmetric effects of exploitation and exploration on radical and incremental innovation performance: An uneven affair," European Management Journal, Elsevier, vol. 38(1), pages 121-134.
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    1. Mohammad AlSaied & Patrick McLaughlin & Mohamed Afy-Shararah & John Patsavellas & Abdullah Alkhoraif, 2025. "Cultural Dynamics and Ambidextrous Innovation: Insights from Saudi Arabia’s Project-Based Organizations—A Thematic–Explorative Study," Administrative Sciences, MDPI, vol. 15(4), pages 1-38, March.

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