Site-shifting as the source of ambidexterity

Published on Mar 1, 2014in Journal of Strategic Information Systems4
· DOI :10.1016/j.jsis.2014.01.001
Jimmy C. Huang19
Estimated H-index: 19
(Warw.: University of Warwick),
Sue Newell53
Estimated H-index: 53
(Warw.: University of Warwick)
+ 1 AuthorsShan-Ling Pan2
Estimated H-index: 2
(NUS: National University of Singapore)
We use the notion of site to create an alternative lens to theorise the strategy practice of ambidexterity.We illustrate and conceptualise how practices are bundled to yield the emerging, dynamic and fluid nature of ambidexterity.We explain how the phenomenon of site-shifting can serve as the new conceptual ground to develop and enact the practice of ambidexterity.We detail empirical insights collected from the leading ticketing company in China. Ambidexterity, defined as the capability to simultaneously explore knowledge to identify new market opportunities and exploit knowledge to capitalise on a firm's existing niches, is considered to be crucial in today's competitive marketplace. However, there is relatively limited research on how such a capability can be developed, and even less on the role of IT-enabled practices in promoting this. Drawing on the strategy-as-practice perspective, we investigate how interrelationships amongst practitioners, IT-enabled practices and praxis create a particular site of practice. More importantly, we consider how a site gets shifted over time through the emergence of changes in the interrelationships between IT-enabled practices and practitioners, stimulated by on-going praxis. Building on the findings derived from a case study of DaM,1We have disguised the name based on the request of the case organisation.1 the leading ticketing company in China, we explain how the phenomenon of site-shifting can provide a useful conceptual lens for explaining ambidexterity. In doing this, we bring to the fore the importance of IT in achieving an ambidexterity capability.
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