AlSaied, Mohammad; McLaughlin, Pa ick; A y-Sha a ah, Mohamed; Pa sa ellas,
John; Alkho ai , Abdullah
A icle
Cul u al dynamics and ambidex ous inno a ion: Insigh s
om Saudi A abia's p ojec -based o ganiza ions. A
hema ic-explo a i e s udy
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: AlSaied, Mohammad; McLaughlin, Pa ick; A y-Sha a ah, Mohamed; Pa sa ellas,
John; Alkho ai , Abdullah (2025) : Cul u al dynamics and ambidex ous inno a ion: Insigh s om
Saudi A abia's p ojec -based o ganiza ions. A hema ic-explo a i e s udy, Adminis a i e Sciences,
ISSN 2076-3387, MDPI, Basel, Vol. 15, Iss. 4, pp. 1-38,
h ps://doi.o g/10.3390/admsci15040116
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/321260
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Recei ed: 27 Decembe 2024
Re ised: 17 Ma ch 2025
Accep ed: 18 Ma ch 2025
Published: 21 Ma ch 2025
Ci a ion: AlSaied, M., McLaughlin, P.,
A y-Sha a ah, M., Pa sa ellas, J., &
Alkho ai , A. (2025). Cul u al
Dynamics and Ambidex ous
Inno a ion: Insigh s om Saudi
A abia’s P ojec -Based
O ganiza ions—A Thema ic–
Explo a i e S udy. Adminis a i e
Sciences,15(4), 116. h ps://doi.o g/
10.3390/admsci15040116
Copy igh : © 2025 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license
(h ps://c ea i ecommons.o g/
licenses/by/4.0/).
A icle
Cul u al Dynamics and Ambidex ous Inno a ion: Insigh s om
Saudi A abia’s P ojec -Based O ganiza ions—
A Thema ic–Explo a i e S udy
Mohammad AlSaied 1,* , Pa ick McLaughlin 1, Mohamed A y-Sha a ah 1, John Pa sa ellas 1
and Abdullah Alkho ai 2
1School o Ae ospace, T anspo and Manu ac u ing, C an ield Uni e si y, C an ield MK43 0AL, UK;
[email p o ec ed] (M.A.-S.); [email p o ec ed] (J.P.)
2Business Adminis a ion Depa men , College o Adminis a i e and Finance, Saudi Elec onic Uni e si y,
Riyadh 13316, Saudi A abia; [email p o ec ed]
*Co espondence: [email p o ec ed]
Abs ac : The implemen a ion o ambidex ous inno a ion in p ojec o ganiza ions wi hin
he cul u es o he Global Sou h, such as Saudi A abia, is a signi ican p oblem. O ganiza-
ional cul u e is posi ioned as a key ac o ha can help p ojec o ganiza ions in cul u es
such as Saudi A abia o implemen ambidex e i y as a key inno a ion amewo k. Howe e ,
knowledge o ambidex ous inno a ions in such an impo an cul u al and o ganiza ional
con ex is highly limi ed. Thus, he aim o he p esen esea ch is o explo e key cul u al
aspec s and hemes based on ac ion and a g ounded heo y esea ch app oach ha can
help o ganiza ions employ p ojec s as a key wo k s uc u e o implemen ambidex ous
inno a ions in p ojec managemen o ices (PMOs) in Saudi A abia. To achie e his aim,
he cu en s udy employed in-dep h semi-s uc u ed in e iews wi h 36 pa icipan s. The
esul s, employing open coding p ocedu es as a ool o da a analysis using he NVi o 14.0
so wa e package, e ealed 62 key cul u al aspec s ha can be c i ical in implemen ing he
inno a ion o ambidex e i y. To u he alida e and iangula e he indings, in e - a e
eliabili y was unde aken wi h he help o wo expe s, and wo sessions o ocus g oup
discussions we e also conduc ed. The i s session o he ocus g oup helped us c i ically
e alua e and il e he cul u al aspec s, esul ing in he inal 56 key cul u al aspec s. The
second ocus g oup session was unde aken wi h pa icipan s wi h he aim o g ouping
aspec s in o heo e ical hemes, which esul ed in 10 hemes. The esea ch is no el in
ha i add esses bo h p ojec o ganiza ions and he cul u e o he Global Sou h, including
Saudi A abia. Empi ical esea ch needs o be conduc ed o p edic and achie e o he key
ou comes.
Keywo ds: ambidex ous inno a ion; o ganiza ion cul u e; g ounded heo y; p ojec
o ganiza ions
1. In oduc ion
Ambidex ous inno a ion is a s a egic amewo k ha enables i ms o de elop and
sus ain a compe i i e ad an age o e he long e m (G o e e al.,2007). In pa icula ,
i ms ha u ilize a p ojec -d i en s uc u e o c ea e alue a e be e posi ioned o le e age
he bene i s o ambidex ous inno a ion (Binci e al.,2023). Fi ms and o ganiza ions
employing a p ojec -based s uc u e a e pa icula ly sui able o nu u ing and de eloping
ambidex ous inno a ion (E iksson,2013). P ojec -based i ms a e sui able o his due
Adm. Sci. 2025,15, 116 h ps://doi.o g/10.3390/admsci15040116
Adm. Sci. 2025,15, 116 2 o 38
o hei inhe en lexibili y and dynamic s uc u es. These p ojec -based i ms ope a e
h ough empo a y and goal-o ien ed p ojec s ha allow hem o balance explo a o y
( adical) and exploi a i e (inc emen al) inno a ion mo e e ec i ely (Binci e al.,2023).
Thus, ambidex ous inno a ion can suppo bo h sho - e m ope a ional e iciency and
long- e m s a egic g ow h by p omo ing he in eg a ion o bo h (X. Zhang e al.,2021).
Mo eo e , ambidex ous inno a ion is o en de ined as an inno a ion pa adox
in which i ms ha e o unde ake opposing bu complemen a y ypes o inno a ion
(AlSaied & McLaughlin,2024a), i.e., explo a o y (o adical) inno a ion and exploi a i e (o
inc emen al) inno a ion (Jansen e al.,2005). An inc easing amoun o academic li e a u e
has sugges ed ha i ms and p ojec s adop ing ambidex e i y as an inno a ion s a egy a e
able o pe o m be e bo h ope a ionally and inancially (N. Tu ne e al.,2016;C.Lin &
Chang,2015;Tsai & Wang,2017). Exploi a i e o inc emen al inno a ion helps i ms and
p ojec s main ain and s eng hen he cu en ajec o y o hei ma ke posi ion h ough
con inuous imp o emen o hei cu en p oduc s and se ices (E iksson,2013;Heidhues
e al.,2016). Such con inuous imp o emen o he cu en p oduc s and se ices makes
hem e eshingly no el. Explo a i e o adical inno a ion enables i ms and p ojec s o
de elop p oduc s and se ices ha c ea e new ma ke oppo uni ies, posi ioning hem as
leade s. These inno a ions can sus ain long- e m business pe o mance by opening new
a enues o g ow h (La sson & La sson,2018;Sheehan e al.,2023).
Despi e he signi ican and posi i e impac o ambidex ous inno a ion, i ms o en
s uggle wi h i s adap a ion (Bi kinshaw e al.,2016). Simila ly, p ojec s wi hin hese i ms
ace challenges in e ec i ely implemen ing ambidex ous inno a ion due o he need o
balance explo a ion and exploi a ion ac i i ies (X. Zhang e al.,2021). Al hough p ecise
easons o such s uggles wi h ambidex ous inno a ion adap a ions a e ye o be ound,
some insigh s sugges ha he key easons include lack o knowledge, expe ise (Rial i e al.,
2020), inancial and o he esou ces (Rossi e al.,2020), and a ange o dynamic capabili ies
needed o inno a e (Popadiuk e al.,2018). The knowledge and expe ise o echnology,
p oduc s, and o he sys ems a e p e equisi es o de eloping some hing no el (Rial i e al.,
2020). Fu he mo e, es ing and expe imen ing wi h knowledge o en equi e ime and
inancial esou ces (Ba aglia e al.,2018). Finally, a ious dynamic capabili ies can play an
impo an pa in u ilizing knowledge o de elop, expe imen , and comme cialize an idea
wi h minimum esou ces (Popadiuk e al.,2018). Howe e , u he e idence sugges s ha
hese dominan easons, among o he s, a e linked o o ganiza ional cul u e, which se es
as he enabling o ce o ambidex ous inno a ion (AlSaied & McLaughlin,2024a).
An o ganiza ion’s cul u e, which includes i s no ms, belie s, con en ions, and beha -
io al pa e ns, es ablishes i s undamen al cha ac e . I in luences how membe s communi-
ca e, decide, and handle p oblems ha a ise om wi hin and beyond (Ouchi & Wilkins,
1985). Howe e , long- e m success depends on a s ong and lexible cul u e ha no only
di ec s day- o-day ac i i ies bu also s imula es c ea i i y and inno a ion (Akpa e al.,
2021). Thus, based on hese well-es ablished insigh s om he li e a u e wi h ega d o
he ela ionship be ween cul u e and i m pe o mance, such as business (Pa hi anage
e al.,2020) and inno a ion pe o mance (Büschgens e al.,2013), i can also be a gued ha
cul u e can play an e ec i e ole in emo ing hu dles o he adap a ion o ambidex ous
inno a ion (AlSaied & McLaughlin,2024b). Cul u e can emo e hu dles h ough di e en
means, such as de eloping a collabo a i e en i onmen whe e he acquisi ion and sha ing
o knowledge a e app ecia ed (Dona e & Guadamillas,2010), de eloping dynamic capabili-
ies suppo ing inno a ion (Gup a & Gup a,2019), and p o iding esou ces (Do e al.,2016).
Al hough he e a e some insigh s in o how cul u e in luences inno a ion and ambidex ous
inno a ion, hese insigh s emain highly limi ed.
Adm. Sci. 2025,15, 116 3 o 38
The p esen esea ch’s aim is o explo e he no ions and aspec s o he o ganiza ional
cul u e in p ojec d i en o ganiza ions as a key ambidex ous inno a ion s a egy in o -
ganiza ions (AlSaied & McLaughlin,2024b). P ojec s, due o hei unique sho - e m,
goal-o ien ed s uc u es as compa ed o o he o ganiza ions, necessi a e cons an adap-
a ion and lexibili y o sa is y he s akeholde s’ demands. Thus, ambidex e i y can be
well-sui ed as an inno a ion amewo k ha can help p ojec s combine sho - e m goals
wi h long- e m s a egic objec i es. Thus, i can be a gued ha p ojec s can na u ally
be ambidex ous as a esul o hei a emp o na iga e complex and dynamic se ings
(Binci e al.,2023;E iksson,2013). Fu he mo e, by encou aging c oss- unc ional coope a-
ion and quick in o ma ion ans e , he adap able cul u al no ms common in p ojec -based
businesses encou age bo h explo a ion and exploi a ion. Thus, he mo i a ion o unde -
s and cul u e as a key o ce owa d ambidex ous inno a ion in p ojec s is he basis o
he a gumen ha cul u e can help build knowledge, expe ise, and dynamic capabili ies
and channel he esou ces necessa y o expe imen wi h ideas o inno a ion (Dona e &
Guadamillas,2010;Gup a & Gup a,2019;Do e al.,2016). Fu he , i is qui e in e es ing o
explo e he ways ha cul u e can help na iga e he pa adox o ambidex ous inno a ion.
The p ojec cul u e, by de eloping an en i onmen , ends o p omo e and balance bo h
exploi a i e and explo a i e inno a ion, which secu es long- e m sus ainabili y and a
compe i i e edge in quickly e ol ing ma ke s. Thus, unde s anding and explo ing such
key cul u al componen s and aspec s (i.e., adap abili y and collabo a ion) can p o ide
impo an insigh s wi h ega d o he adap a ion o ambidex ous inno a ion (Büschgens
e al.,2013). The aim o his esea ch is o explo e key cul u al aspec s ha in luence he
adop ion o ambidex ous inno a ion in o ganiza ions, iden i ying in e nal en i onmen al
hu dles and de eloping heo e ical hemes ha impac i s adap a ion.
2. Li e a u e Re iew
2.1. Ambidex ous Inno a ion
Ambidex ous inno a ion can be de ined as an inno a ion pa adox in which i ms
need o de elop a dynamic capabili y o balance wo opposing bu complemen a y o ms
o inno a ion, i.e., explo a o y and exploi a i e inno a ion (AlSaied & McLaughlin,2024b).
Explo a o y inno a ion is e e ed o as adical inno a ion, in which i ms need o disco e ,
acqui e, and u ilize new knowledge and ideas o de elop no el p oduc s and se ices
ha can signi ican ly enhance he compe i i eness o he i m o e a longe pe iod o ime
(Z. Zhang & Luo,2020). Howe e , exploi a i e inno a ion is known as inc emen al inno a-
ion, in which i ms end o u ilize exis ing knowledge o u he imp o e hei exis ing
p oduc s and se ices wi h he aim o s eng hening he cu en ma ke posi ion o he
i m (Xie & Wang,2021). Mo eo e , i ms end o s a egize inno a ion ac i i ies in o -
de o balance bo h explo a o y and exploi a i e inno a ion o long- e m compe i i e
ad an age (Yang e al.,2021). Ambidex ous inno a ion helps i ms secu e hei long- e m
ad an age by cons an ly s aying ele an o exis ing ma ke ends by using he s a egy
o exploi a i e inno a ion and de eloping a comple ely new ma ke by add essing new
needs o cu en needs in signi ican ly di e en and no el ways (Ali,2021). Thus, i can
be a gued ha bo h ac i i ies, which a e comple ely di e en , can complemen each o he
in a way ha , o example, knowledge o he exis ing ma ke can guide he explo a o y
eam abou adical p oduc s and se ices o be de eloped, and a he same ime, new
knowledge de eloped by he explo a o y eam can be used by he exploi a i e eam o
imp o e exis ing p oduc s and se ices in a signi ican ly posi i e way (Jansen e al.,2005;
B aune hjelm & Thulin,2023).
Adm. Sci. 2025,15, 116 4 o 38
2.2. O ganiza ion Cul u e
O ganiza ional cul u e can be de ined as a se o common and sha ed alues, a i udes,
no ms, cus oms, and beha io s ha impac he way employees wi hin he o ganiza ion
in e ac and collabo a e o accomplish common goals and objec i es (Ouchi & Wilkins,
1985). Cul u e can also be e e ed o as a se o common p esump ions ha ha e g own
h ough ac i e in e ac ions o e ime and in luence he pe cep ion o membe s o he o ga-
niza ion (Schein,2010). The cul u e o he o ganiza ion signi ican ly shapes he mo i a ion,
mo ale, and p oduc i i y o he employees (Deal & Kennedy,1983). Inno a ion in he
o ganiza ion is said o be one o he consequences o a s ong o ganiza ional cul u e. A
cul u e ha p omo es cu iosi y allows employees o expe imen wi h new ideas and ake
isks and can p omo e inno a ion (W. Zhang e al.,2023). Such o ganiza ional cul u e
o en welcomes change and cul i a es an a mosphe e ha suppo s and nu u es new ideas
(Hogan & Coo e,2014). The e o e, o ganiza ions wi h suppo i e and collabo a i e cul u es
ind i easie o eac o shi s in he ma ke , echnology, and compe i i e en i onmen s
h ough inno a ion (Ba jak & Heimsch,2023). In he con ex o balancing explo a o y
and exploi a i e inno a ion, cul u e is a signi ican o ce (C. L. Wang & Ra iq,2014). Am-
bidex ous i ms cul i a e a cul u e ha p omo es lexibili y and coope a ion, esul ing
in bo h he op imiza ions o cu en p oduc s and se ices and he inno a ion o newe
and no el ones (Khan & Mi ,2019). Such a cul u e e ec i ely ensu es ha eams cha ged
wi h explo a ion and exploi a ion communica e success ully wi hou losing ocus. Thus,
ambidex ous inno a ion needs a cul u e ha alues di e si y in ideas and beha io s in
o de o help i ms s ay compe i i e in quickly e ol ing con ex s (Muhammad e al.,2020).
2.3. P ojec Inno a ion and Cul u e—Saudi A abian Con ex
The Saudi A abian and la ge cul u al con ex o he Global Sou h makes ambidex-
ous inno a ion bo h in e es ing and impo an , as well as challenging. Economies such as
Saudi A abia a e expe iencing apid economic g ow h and de elopmen due o a ious
mac oeconomic ac o s (Pe ei a e al.,2022). Howe e , inc easing li e a u e sugges s an
inc easing ocus on inno a ion as he key o sus aining such economic g ow h (Simeoni
e al.,2020). Howe e , business cul u e, p ac ices, and he adop ion o inno a i e me hods
a e signi ican ly shaped by bo h o ganiza ional and cul u al ai s. Cul u al cha ac e is ics,
such as collec i ism, de e ence o au ho i y, and conse a i e decision-making, may lead
o sluggish inno a ion ou pu (Y. Wang e al.,2021). Howe e , as he li e a u e sugges s,
he con inuous posi i e impac o inno a ion in gene al can lead o a shi and change in
he cul u al ai s ha may inhibi any such inno a ion (Le,2023). Thus, ambidex ous
inno a ion ha balances he pa adox o he adical and inc emen al can os e an a mo-
sphe e in which p ojec -d i en i ms become mo e mo i a ed o b ing inno a ion, as hey
can expe ience con inuous and sho - e m bene i s as a esul o inc emen al inno a ion
and achie e long- e m and sus ained compe i i e ad an age as a esul o adical inno a-
ion (C. L. Wang & Ra iq,2014). Fu he mo e, wi h Saudi A abia’s ambi ious launch o
se e al giga-p ojec s, inno a ion has become a c i ical de e minan o hei success. The
complexi y and scale o hese ini ia i es equi e o ganiza ions o le e age bo h explo a o y
and exploi a i e inno a ion s a egies o na iga e he challenges and oppo uni ies hey
p esen (Mohiya & Sulphey,2021). Ambidex ous inno a ion, which balances adical and
inc emen al inno a ions, is pa icula ly well-sui ed o such la ge-scale p ojec s, as i allows
i ms o adap o dynamic en i onmen s while main aining e iciency in ongoing ope a ions.
This dual app oach can signi ican ly enhance he sus ainabili y and compe i i eness o
hese p ojec s, posi ioning hem o long- e m success in a apidly e ol ing ma ke (Ba a &
Dhi ,2022). Thus, he p esen esea ch can help us unde s and such cul u al ai s o p ojec
Adm. Sci. 2025,15, 116 5 o 38
o ganiza ions in Saudi A abia o s iking a balance be ween explo a o y and exploi a i e
inno a ion in p omo ing sus ainable g ow h and compe i i eness.
3. Resea ch Me hods
The aim o he p esen esea ch is o explo e he aspec s o o ganiza ional cul u e ha
can help os e inno a ion ambidex e i y in he o ganiza ion. Thus, we ha e employed
he quali a i e induc i e esea ch app oach, which includes g ounded heo y and ac ion
esea ch (J. M. Co bin & S auss,1990). This s udy adop s an ac ion esea ch app oach o
collabo a i ely engage wi h pa icipan s in explo ing and de eloping cul u al aspec s ha
p omo e ambidex e i y. Secondly, he p esen s udy employed g ounded heo y wi h he
aim o de eloping heo e ical hemes ha de ine and combine cul u al aspec s g ounded in
he da a collec ed om he pa icipan s (S auss,1987;Glase & S auss,2017). G ounded
heo y is a widely used esea ch me hodology in social science, as i clea ly helps he
esea che s de elop and cons uc new heo ies ha a e ocused (o g ounded) on esea ch
pa icipan s’ iews, hough s, and pe cep ions wi hin he complex se ings o o ganiza ions
(Locke,2001). Thus, i is highly use ul o esea che s o unde ake new disco e ies by
de eloping no el heo ies wi h empi ical conside a ion and suppo (Goulding,1998).
Finally, in a si ua ion whe e he exis ing li e a u e lacks an explana ion o phenomena, such
as aspec s o cul u e os e ing ambidex e i y, g ounded heo y has been sugges ed o ill he
gaps (Sil e man,2006). Hence, as he inqui y is clea ly explo a i e in na u e, an induc i e
esea ch app oach is well-sui ed because such an app oach enables ull engagemen wi hin
o ganiza ional se ings and helps ex ac insigh s wi h ega d o o ganiza ional cul u e
os e ing ambidex e i y (Walke & My ick,2006).
3.1. In e iew
The p esen s udy employed da a collec ion ools p o ided by he quali a i e esea ch
design (Hennink e al.,2020). Mo e speci ically, his esea ch employed semi-s uc u ed
in e iews o collec da a and explo e and de elop he o ganiza ional cul u e aspec s o
ambidex ous inno a ion (Hennink e al.,2020). Semi-s uc u ed in e iews a e highly
e ec i e in ha hey help esea che s explo e a opic in dep h while ollowing he g ounded
heo y amewo k (Glase & S auss,2017). In e iews in he p esen esea ch we e unde -
aken in wo s ages, i.e., p e-in e iews and main in e iews. The p e-in e iews can also
be unde s ood as pilo in e iews, unde aken wi h he aim o unde s anding he con ex
o he esea ch and i s se ing. Fu he , p e-in e iews also p o ide some impo an in o -
ma ion ha can guide he ex ac ion o key insigh s while unde aking he main in e iews
(Majid e al.,2017). Following he pilo in e iews, we execu ed he main in e iews wi h
he aim o collec ing in-dep h da a on pa icipan ’s obse a ions, hough s, and pe cep ions
o he key cul u al aspec s o ambidex ous inno a ions.
The pu pose o he main in e iews is o conduc open and ee discussions, which
allow pa icipan s o exp ess hemsel es and hei iews on cul u e, o ganiza ion, inno a-
ion, and ambidex e i y wi hin he o ganiza ions (Hennink e al.,2020). Such discussions
will ul ima ely lead o he de elopmen o pa e ns in he da a ha can be coded as aspec s
and heo e ical hemes (Sackmann,1991), leading us o a comp ehensi e unde s anding
o o ganiza ional cul u e as a way o os e ambidex ous inno a ion in o ganiza ions
(Adeoye-Ola unde & Olenik,2021). Using semi-s uc u ed in e iews o be e unde s and
he na u e o cul u al aspec s, we ha e a emp ed o (1) unco e cul u al componen s om
an inside ’s pe spec i e (Sackmann,1991), (2) conside s uc u al aspec s like subcul u es
(Babbie,2015), and (3) enable compa isons among indi iduals and esea ch se ings (Bi kin-
shaw e al.,2011). The main in e iews we e con inued un il he poin o sa u a ion, which
e e s o he s age whe e he esea che s ops ecei ing any new and no el in o ma ion
Adm. Sci. 2025,15, 116 6 o 38
using in e iews om pa icipan s (Hennink e al.,2020). The ollowing key ques ions
we e used in o de o s a and s imula e he open discussion as a ool o da a collec ion
using semi-s uc u ed in e iews.
•
Q1: Tell me abou a p ojec you wo ked on whe e inno a ion implemen a ion
wo ked well?
•
Q2: Tell me abou a p ojec you wo ked on whe e inno a ion implemen a ion did no
wo k well?
•
Q3: Tell me abou wo king on you daily p ojec ope a ion and ha ing a new inno a-
i e p ojec wo k well?
•
Q4: Tell me abou wo king on you daily p ojec ope a ion and ha ing a new inno a-
i e p ojec ha did no wo k well?
3.2. Da a Analysis o In e iews
The p esen esea ch, in o de o analyze, a emp ed o p epa e he da a by eco ding
and ansc ibing he in e iews. We also inco po a ed e ba im o cap u e bo h e bal
esponses and ele an non- e bal cues (Bailey,2008). Following he ansc ip ion, we
applied he coding p ocedu e o alloca e and loca e simila and ecu ing concep s, which
we iden i ied as cul u al aspec s (J. Co bin & S auss,2015). Such a p ocess in ol es
alloca ing a code o he meaning ul wo ds and ph ases in he da a (Miles,1994). As
we p og essed wi h iden i ying and loca ing aspec s using coding, he p ocess became
s uc u ed, allowing us o alida e he ela ionships wi hin he da a (Wes on e al.,2001).
The cu en esea ch employed he NVi o 14.0 e sion o alloca e he codes in he da a
(Azeem e al.,2012). NVi o 14.0 is a widely used and p e e ed so wa e package among
social science esea che s o analyzing quali a i e da a collec ed using in e iews.
3.3. Desc ip i e Analysis o Samples: In e iews
The cu en esea ch collec ed da a om execu i es, p ojec manage s, and employees
wo king in he p ojec managemen o ices o a ious public sec o and semi-go e nmen
o ganiza ions in Saudi A abia. Table 1shows he designa ions o such employees wo king
in p ojec managemen o ices and hei espec i e numbe s in in e iew pa icipa ion.
Table 1. Sample Cha ac e is ics.
No Designa ion Sample
1. Execu i es Di ec o s/CEO 5
2. P ojec Manage s 19
3. P ojec eam membe s 12
Table 2shows he desc ip i e s a is ics o he in e iew pa icipan ’s o ganiza ions.
Mo eo e , Table 2illus a es ha in e iew pa icipan s belong o a ange o sec o s and
indus ies ha a e impo an and c i ical o mode n economic de elopmen . Fu he , hese
o ganiza ions use p ojec s as he dominan sys em o wo k o ganiza ions.
Table 2. O ganiza ional Cha ac e is ics.
S.No Type o O ganiza ions Type o Owne ship Size
1. Go e nmen au ho i ies S a e-Owned Small
2. Indus ial and
manu ac u ing S a e-Owned La ge
3. Cons uc ion S a e-Owned La ge
Adm. Sci. 2025,15, 116 7 o 38
Table 2. Con .
S.No Type o O ganiza ions Type o Owne ship Size
4. Consul ing se ices Semi-Go e nmen Small
5. Ene gy S a e-Owned La ge
6. Uni e si y S a e-Owned/Semi-Go e nmen Small
7. In o ma ion Technology Semi-Go e nmen La ge
3.4. Focus G oups
The p esen esea ch has unde aken wo sessions o ocus g oup discussions in o de
o u he alida e he indings de eloped om he semi-s uc u ed in e iews and he
de elopmen o heo e ical hemes.
This s udy also employed ocus g oup discussion as a esea ch and da a collec ion
ool. The in-dep h in e iews and subsequen analysis helped us o gene a e a lis o
impo an o ganiza ional cul u e aspec s ha can be c i ical o a i m’s abili y o implemen
ambidex e i y (Ennis & Chen,2012). Howe e , om a iangula ion pe spec i e, we ha e
unde aken wo ocus g oup discussion sessions wi h pa icipan s. The aim o he i s
ocus g oup discussion was o e ine and il e simila and c i ical cul u al aspec s ha can
help i ms achie e he desi ed and equi ed le el o ambidex e i y (S okes & Be gin,2006).
As he i s session o he ocus g oup discussion allowed us o il e and de elop a
conc e e lis o o ganiza ional cul u e aspec s, he p esen esea ch also unde ook a second
session o ocus g oup discussion (S okes & Be gin,2006). The aim o he second session o
he ocus g oup is o g oup hese aspec s in o mo e ad anced and me a- heo e ical hemes.
The de elopmen o heo e ical hemes is a necessa y ask in a i ing a a heo y ha clea ly
explains he ela ionship be ween o ganiza ional cul u e and ambidex ous inno a ion. Sec-
ondly, such heo e ical hemes, which a e composed o g ouped aspec s, a e necessa y o
be de eloped wi h he aim o de eloping a concep ual model ha heo e ically explains he
in e play o cul u al a iables wi h explo a o y and explana o y inno a ion (Mo gan,1996).
3.5. Focus G oup Pa icipan s
This esea ch u he conduc ed a session o ocus g oup discussions wi h expe s and
manage s wi h he aim o e ining he aspec s de eloped in he cu en s udy as a esul o
da a collec ed using he in e iew. The aim o he ocus g oup discussion was o p esen
he indings o he in e iews using open coding wi h expe s and manage s. Secondly, he
aim was o unde ake an in-dep h discussion and analysis o each o he aspec s wi h he
objec i e o comple ely e ining hem. The e ined aspec s we e also compa ed wi h he
exis ing li e a u e wi h he aim o g ouping such aspec s in o heo e ical hemes ha can
explain o ganiza ional cul u e and ambidex ous inno a ions (Powell & Single,1996).
Table 3shows he pa icipan s in he ocus g oup discussions who we e in i ed
and pa icipa ed wi h he objec i e o discussing and e ining he cul u al aspec s. The
able shows ha he p o ile o pa icipan s in ela ion o hei educa ion, expe ise, and
expe ience a e highly sui able o he ask o bo h discussing and e ining he o ganiza ional
cul u al aspec s.
Adm. Sci. 2025,15, 116 8 o 38
Table 3. Pa icipan P o ile o Fi s Focus G oup Discussion.
No Designa ion Numbe O ganiza ions
1. CEO/Di ec o 2 Public Sec o O ganiza ions
2. P ojec Manage s/Di ec o s 4 Public and Semi-Go e nmen
3. Academic expe 1 Uni e si y–Public Sec o
4. Collec ion and Analysis o Da a
The p esen esea ch began by collec ing da a. In s age 1, pilo in e iews we e
unde aken. The pu pose o pilo in e iews was o unde s and he esea ch con ex .
Following he pilo in e iews and subsequen unde s anding o he esea ch con ex , main
in e iews we e conduc ed.
4.1. Unde aking he Resea ch Con ex
The p esen s udy, in o de o unde s and he esea ch con ex , conduc ed 3 pilo
semi-s uc u ed in e iews. The pilo in e iews helped he esea che unde s and he
complexi y, which is associa ed wi h he da a collec ion ins umen o semi-s uc u ed in-
e iews, pa icipan ’s p o iles, and he esea ch a ea being in es iga ed, i.e., o ganiza ional
cul u e and ambidex ous inno a ion. These pilo in e iews helped us unde s and he
nuances associa ed wi h he in e iew se ing, en i onmen , pa icipan s’ poin s o com o
and discom o , and o he key issues associa ed wi h he da a collec ion p ocess. The pilo
in e iews we e clea ly help ul in imp o ing he in e iew ques ions and hei s uc u e o
e ec i e da a collec ion. The pilo in e iews ceased when he esea che gained con idence
in comple ely unde s anding he esea ch con ex .
4.2. Main In e iews
Apa om 3 pilo in e iews, his esea ch also conduc ed 36 semi-s uc u ed in e -
iews based on he p o iles, as shown in Table 1, and o ganiza ions, shown in Table 2. The
p o iles, as shown in Table 1, illus a e ha da a ha e been collec ed om a ange o samples
ep esen ing he a ious le els o expe ience and managemen in hei o ganiza ions. The
esea che made use o b ie iceb eake s in o de o make pa icipan s eel a ease. Each
in e iew’s du a ion las ed be ween 40 and 70 min. To enable pa icipan s o openly exp ess
hei expe iences, ideas, hough s, and pe cep ions, which is he main aim o da a collec ion,
open-ended, issue- ocused ques ions we e u ilized (Sackmann,1991). In o de o gua an ee
accu acy h oughou da a analysis, in e iewees we e made awa e ha he sessions would
be eco ded.
4.2.1. In e iews Da a Analysis: O ganiza ional Cul u al Aspec s
The da a collec ed and eco ded on he audio ape we e ansc ibed using he me hod
o e ba im. The e ba im me hod e e s o ansc ibing he in e iew da a in o w i en
o m, wo d by wo d. I a emp s o cap u e he exac spoken wo ds and ph ases. In
o de o analyze he ansc ibed da a, he cu en s udy employed quali a i e da a analysis
using he so wa e package NVi o 14.0. NVi o 14.0 is a widely used so wa e package o
analyzing quali a i e da a, such as semi-s uc u ed in e iews. Addi ionally, he NVi o
14.0 so wa e package is highly help ul in coding da a, such as wo ds, based on hei in e -
ela ionships and in ica e pa e ns. Ou esea ch employed he open coding p ocedu e
aimed a iden i ying and segmen ing he in o ma ion in o smalle pa s and iden i ying
se s o e en s o occu ences. This me hod is consis en wi h he g ounded heo y app oach
(S auss & Co bin,1998). The p esen s udy conduc ed bo h da a collec ion and analysis
Adm. Sci. 2025,15, 116 15 o 38
Table 5. Con .
No Aspec s Pa icipan ’s Poin o View Theo e ical De ini ions
34
Radical Inno a ion
Momen um
Fo an o ganiza ion o s ay ahead o i s
compe i o s, adical in en ion is needed.
Howe e , his can also ha e some
d awbacks, such as aking isks ha may
lead o a ious losses, bo h inancial and
non- inancial.
The ques o he o ganiza ion/ i m o
unde ake adical and new inno a ions
ha can help i de elop a compe i i e
ad an age (O’conno ,1998).
35
P essu e o Keep
Up wi h
Compe i o s
The cu en compe i i e en i onmen in he
ma ke c ea es p essu e o keep up wi h he
ma ke ends. One o he key s a egies o
success is con inuous and success ul
inno a ion in he ma ke .
Ma ke p essu e which pushes eams
o ma ch hei compe i o s h ough
a ious ac ics and s a egies, such as
p icing, supply chain, and p oduc s
and se ices (Cla k,1998).
36 Tu no e and
Ins abili y
P ojec s a e slowed down, and eam
s abili y is impac ed by high u no e .
Building momen um is di icul when eam
membe s a e always changing. Es ablishing
a s eady wo kplace migh inc ease
ou ou pu .
A highe a io o new employees
lea ing he o ganiza ion a e joining.
Such a highe a io may c ea e an
uns able o ganiza ional en i onmen
(Pa ke & Ski mo e,2005).
37
Fla
O ganiza ional
S uc u e
C oss-le el communica ion and
idea-sha ing a e acili a ed by a la
o ganiza ional s uc u e. Employees and
eams can eel mo e app ecia ed and less
h ea ened. Howe e , occasionally, a li le
mo e hie a chy migh aid in cla i y.
Type o o ganiza ional s uc u e ha is
cha ac e ized by ewe hie a chical
le els (Ghiselli & Siegel,1972).
38 Roles and
Responsibili ies
Roles and du ies ha a e well-de ined help
o a oid misunde s andings. I is easie o
wo k oge he when employees and eams
a e awa e o hei p ecise esponsibili ies
and i helps o a oid o e lap.
A ole is a pe son’s posi ion o job i le
wi hin a company o eam, while
esponsibili ies a e he speci ic asks
and du ies associa ed wi h ha ole (J.
K. C aw o d e al.,2004).
39 Knowledge Sha e
Employees may lea n om one ano he
when eams sha e expe ise and knowledge.
I expedi es p oblem-sol ing and os e s a
sense o eamwo k.
The ac i i y wi hin he o ganiza ion in
which eam membe s sha e hei
knowledge, expe ise, and skill wi h
o he membe s ou inely
(S. Wang & Noe,2010).
40 Sho -Te m Focus
The eams’ and employees’ capaci y o
make u u e plans may be hampe ed by
sho - e m emphasis and o ien a ions.
The e o e, eams mus ind a balance
be ween sho - e m ou comes and
long- e m objec i es.
The s a egy and ype o o ganiza ion
ha ends o ocus on sho - e m gains
while sac i icing long- e m goals and
objec i es (Rappapo ,2005).
41
Teamwo k and
Leade ship
A i ude
A heal hy wo k cul u e is os e ed when
leade s encou age coope a ion. Knowing
ha e o s a e app ecia ed is encou aging.
Collabo a ion among he eam is also
s eng hened by e ec i e leade ship.
Teamwo k e e s o he collabo a i e
e o s in which membe s le e age
skills and knowledge o achie e goals,
while a posi i e leade ship a i ude
inspi es and guides he eam,
cha ac e ized by ai s like empa hy,
decisi eness, and accoun abili y
(Ib aimo a e al.,2019).
Adm. Sci. 2025,15, 116 16 o 38
Table 5. Con .
No Aspec s Pa icipan ’s Poin o View Theo e ical De ini ions
42 P oduc i i y
Moni o ing
Employees may be held accoun able
h ough p oduc i i y acking and
moni o ing, bu occasionally, i comes o as
mic omanagemen . I would be be e o
ha e a sys em ha elies on employees o
deli e while p o iding di ec ion
as equi ed.
P oduc i i y moni o ing can be
e e ed o as he sys ema ic app oach
o acking and moni o ing he
pe o mance o bo h indi iduals and
eams pe o mance
(Alaloul e al.,2022).
43
P ojec Tes ing and
Moni o ing
P ojec es ing and moni o ing ini ia i es
aid in he ea ly de ec ion o p oblems. They
make employees mo e con iden abou he
inished asks and ou comes. Employees
could sa is y equi emen s and cu down on
mis akes wi h mo e egula moni o ing.
P ojec es ing and moni o ing can be
de ined as s uc u ed ac i i ies ha a e
necessa y o ensu ing ha p ojec s a e
being comple ed on ime, wi hin
budge , and acco ding o s akeholde
equi emen s
(P. C aw o d & B yce,2003).
44 T us
De elopmen
Al hough i akes ime, de eloping us
among he eam is c ucial o p oduc i e
coope a ion. Team membe s can collabo a e
mo e eely when hey ha e mu ual us .
P og ess would be aided by u he
eam-building exe cises.
T us de elopmen can be de ined as
he ac i i ies unde aken by he
membe s o an o ganiza ion o de elop
us among hemsel es h ough
a ious o mal and in o mal channels
o communica ion (Lewicki,2000).
45
Inno a ion
De elopmen –
Inno a ion
In e es s
I is inspi ing o ha e eedom and oom o
pu sue in e es s in inno a ion. When he
company os e s such in e es , i is an as ic
and encou aging o indi iduals o be
c ea i e by con ibu ing o he
o iginal ideas.
Inno a ion de elopmen can be
de ined as he s uc u ed p ocess o
gene a ing, e ining, and
implemen ing new ideas o he
de elopmen o p oduc s, se ices, and
p ocesses ha c ea e alue and
compe i i e ad an age
(Zhou e al.,2013).
46 C oss-Func ional
Collabo a ion
Wo king oge he ac oss depa men s gi es
a a ie y o knowledge and expe ise. I
esul s in mo e ho ough solu ions o a
a ie y o complex p oblems. To encou age
his, eams would bene i om mo e
o ganized c oss- eam p ojec s.
The abili y o a ious and di e en
eam membe s o collabo a e
c oss- unc ionally wi hin he
o ganiza ion wi h he aim o b inging
new ideas o explo a ion and
exploi a ion (Bishop,1999).
47 Cul u al Di e si y
Cul u al di e si y in eams encou ages
c ea i i y and b oadens pe spec i es.
Collabo a ing wi h indi iduals om di e se
backg ounds is mo i a ing. Employees had
a pleasan expe ience because o he espec
and open-mindedness.
The abili y and willingness o eams
and o ganiza ions o app ecia e he
di e en cul u es o a ious eam
membe s and o c ea e a alues sys em
ha celeb a es di e si y (Ogbu,1992).
48 En ep eneu ship
Fo inno a ion and success o e a longe
pe iod o ime, i is necessa y ha
employees ha e an en ep eneu ial mindse .
I is necessa y because an en ep eneu ial
mindse inculca es he spi i o de eloping
new ideas, aking isks, and o he
inno a i e ac ions.
En ep eneu ship encou agemen is
de ined as he empowe men and
mo i a ion wi hin an o ganiza ion o
become en ep eneu ial
(His ich,1990).
Adm. Sci. 2025,15, 116 17 o 38
Table 5. Con .
No Aspec s Pa icipan ’s Poin o View Theo e ical De ini ions
49 Rewa d Sys ems
A sys em o ewa ds encou ages employees
o wo k ha de . When e o is ewa ded, i
is upli ing. To p ese e sys emic us ,
ewa ds mus be equi able and cons an .
The sys em o compensa ion in which
employees a e ewa ded based on
a ious key pe o mance me ics such
as a ge accomplishmen , sales and
e enue inc eases, and o he s
(F ancis e al.,2020).
50 Inno a ion
Pipeline
An inno a ion pipeline gua an ees ha new
ideas a e aken in o conside a ion and
keeps hem lowing. Seeing a me hodical
app oach o concep de elopmen is
encou aging. Employees can moni o he
de elopmen o concep s om idea ion o
execu ion wi h he aid o a
well-de ined pipeline.
The inno a ion pipeline e e s o an
o ganiza ion’s plan o unde aking
a ious inno a ions wi hin a speci ied
ime pe iod (Jos e al.,2005).
51 Cus ome -Cen ic
Inno a ion
Employees may p o ide pe inen p oduc s
by concen a ing on he demands o he
cus ome s. Knowing ha inno a ion e o s
di ec ly a ec consume s’ eelings and le el
o sa is ac ion, i is be e o always ga he
da a and in o ma ion on consume s
as inpu .
The ype o inno a ion in which
cus ome inpu s, needs, and demands
ake cen e -s age in de eloping new
p oduc s and se ices
(Selden & MacMillan,2006).
52 Open Inno a ion
Open inno a ion in oduces new
iewpoin s om ou side he company, and
i can esul in o ganiza ions becoming and
emaining bo h inno a i e and compe i i e.
Employees would ha e a mo e
comp ehensi e unde s anding o indus y
ends as a esul o open inno a ions.
Open inno a ion can be de ined as a
s a egy ha encou ages eams o use
in e nal and ex e nal esou ces, ideas,
and echnologies o de elop hei
p oduc s and se ices
(Huizingh,2011).
53 Digi al
T ans o ma ion
Digi al ans o ma ion migh be di icul ,
bu i is essen ial o emain ele an . I akes
ime o lea n new ools, such as GenAI and
o he s. Employees could adjus mo e
eadily i we had suppo du ing
hese changes.
Digi al ans o ma ion can be de ined
as he p ocess o using digi al
echnologies o change business
ope a ions, which includes cus ome
handling (K aus e al.,2021).
54 Lea ning and
De elopmen
Lea ning and de elopmen oppo uni ies
keep eams and o ganiza ions mo e
in e es ed and compe en in a ious key
a eas. The company’s in es men in
lea ning and de elopmen h ough aining
can demons a e i s impo ance o
employees. F equen aining would enable
hem o s ay ab eas o de elopmen s in
he indus y.
Lea ning and de elopmen can be
de ined as he sys ema ic app oach o
enhancing he skills, knowledge, and
compe encies o he eams wi hin an
o ganiza ion, enabling hem o ca y
ou inno a ion (Vygo sky,2011).
55 O ganiza ional
Agili y
Being lexible enables employees o eac
swi ly o obs acles and changes. When a
company can adjus e ec i ely, i is
inspi ing. The capaci y o espond o
e ol ing needs would be imp o ed wi h
mo e p ocess lexibili y.
The o ganiza ion’s abili y o apidly
adap and change acco ding o he
changing landscape o he ex e nal
en i onmen
(M ugalska & Ahmed,2021).
Adm. Sci. 2025,15, 116 18 o 38
Table 5. Con .
No Aspec s Pa icipan ’s Poin o View Theo e ical De ini ions
56 S a egic
Alignmen
Being in line wi h he o ganiza ion’s plan
helps employees and eams eel like hey
ha e some eal pu pose. Knowing ha
employees’ aims con ibu e o he la ge
pic u e makes achie ing hem simple .
F equen s a egy upda es help hem s ay
mo i a ed and ocused.
S a egic alignmen is he p ocess o
ensu ing ha an o ganiza ion’s
esou ces, ac i i ies, and ini ia i es a e
in sync wi h i s o e all goals and
objec i es (Hende son & Venka aman,
1999).
4.4. Focus G oup Two: De eloping he Themes
The p esen esea ch has u he unde aken a second session o ocus g oup discussion
wi h pa icipan s, as men ioned in Table 6. The aim o he second session o he ocus g oup
was o g oup aspec s in o simila me a- heo e ical hemes (B aun & Cla ke,2012). The me a-
heo e ical hemes a e de ined as he abs ac and uzzy cons uc s ha a esea che ends
o iden i y and de elop du ing and a e he da a collec ion p ocess (Bazeley,2009). The
cu en esea ch, co esponding o he guidelines o King and B ooks (2018), has u ilized
a wo-s age p ocess in o de o de elop me a- heo e ical hemes. The i s s age in ol ed
iden i ying he simila and ele an hemes co esponding o he li e a u e ha explain he
es ablished phenomena. The second s age in ol ed g ouping hese aspec s and labeling
such g oups o hemes ha explain he es ablished phenomena as heo e ical hemes (B aun
& Cla ke,2023). Since he second session o he ocus g oup was unde aken wi h he
same pa icipan s, as men ioned in Table 6, in oduc o y and iceb eaking sessions we e no
needed. The pa icipan s began he in-dep h and comp ehensi e discussion wi h ega d
o de eloping a ious me a- heo e ical hemes by g ouping a ious aspec s, as p esen ed
in Table 5. The esul s o he heo e ical hemes ha we e de eloped a e p esen ed in
Table 7. Table 7shows he 10 me a- heo e ical hemes de eloped by g ouping he simila
and consis en aspec s.
Table 6. Aspec o O ganiza ional Cul u e.
No Aspec s Li e a u e F equency (Responden s)
1 Alloca ed Budge (Zhao e al.,2019) 10
2 Adequa e P ojec Time (Babu & Su esh,1996) 12
3 Tigh Timeline Cons ain s (Pollack-Johnson & Libe a o e,2006) 13
4 E ec i e Time Managemen (A kinson,1999) 13
5 Expe imen al Space (Pisello e al.,2021) 11
6Lack o Knowledge
and Expe ience (Te zie a,2014) 7
7 Expe ise Suppo (Gilla d,2009) 18
8 Language Ba ie s (Ande son e al.,2018) 8
9 Pas A i udes Re lec ion (Hall e al.,1999) 12
10 Sensi i i y o C i icism (Gibson & Mum o d,2013) 14
Adm. Sci. 2025,15, 116 19 o 38
Table 6. Con .
No Aspec s Li e a u e F equency (Responden s)
11 Fea o Failu e (Dunba & Guille de Mon houx,
1979)10
12 In as uc u e and Tools (Rai h e al.,2017) 10
13 Empowe men om Leade ship (Nauman e al.,2010) 30
14 Expe ise U iliza ion (Gilla d,2009) 16
15 Psychological Sa e y in Teams (Shen e al.,2015) 28
16 Feedback T anspa ency (Nedbal e al.,2013) 15
17 E alua ion Impac (Golini & Landoni,2014) 17
18 Emo ional In elligence
o Manage s (Ob ado ic e al.,2013) 26
19 Job Secu i y (M. Tu ne & Linga d,2016) 16
20 Managemen S yles (Shenha ,1998) 19
21 Con en men wi h S a us Quo (Sil e & Mi chell,1990) 14
22 Junio s’ Ideas Igno ed (Sijbom e al.,2016) 13
23 Mo i a ion o C ea i i y
and De elopmen (Tampoe & Thu loway,1993) 29
24 Change Resis ance (La amboise e al.,2002) 17
25 Theo e ical s. P ac ical
Disconnec (Mu ay,2009) 12
26 Policy Ba ie s (Shenha ,2004) 11
27 Bu eauc acy (Shenha ,2004) 9
28 Leade ship Engagemen (Nauman e al.,2010) 27
29 Documen a ion Sys em (Elo an a e al.,2001) 8
30 Clea Deli e ables and Me ics (Mülle & Tu ne ,2007) 22
31 Unclea Objec i es and Goals (Mülle & Tu ne ,2007) 12
32 E alua ion Pe o mance
Re iew Sys em (Golini & Landoni,2014) 15
33 Ope a ional E iciency (Hejna & Hosking,2004) 12
34 Emphasis on Time O e Quali y (Salmasnia e al.,2012) 11
35 Wo kload P essu e (Chen e al.,2017) 9
36 Tension Be ween Explo a ion
and Exploi a ion (N. Tu ne e al.,2015) 18
37 Radical Inno a ion Momen um (O’conno ,1998) 17
38 P essu e o Keep Up
wi h Compe i o s (Cla k,1998) 13
39 Tu no e and Ins abili y (Pa ke & Ski mo e,2005) 9
40 Fla O ganiza ional S uc u e (Bu o d,2012) 8
41 Roles and Responsibili ies (J. K. C aw o d e al.,2004) 14
42 Knowledge Sha e (Te zie a,2014) 20
43 Sho -Te m Focus No Found 13
Adm. Sci. 2025,15, 116 20 o 38
Table 6. Con .
No Aspec s Li e a u e F equency (Responden s)
44 Rec ui men P ocess (Ahsan e al.,2013) 14
45 Ine ec i e Mul i-Tasking (Pa k & Pa k,2019) 11
46 Teamwo k and
Leade ship A i ude (Ib aimo a e al.,2019) 29
47 P oduc i i y Moni o ing (Alaloul e al.,2022) 15
48 P ojec Tes ing and Moni o ing (Mon es-Gue a e al.,2014) 10
49 T us De elopmen (Bond-Ba na d e al.,2018) 28
50 Inno a ion
De elopmen –Inno a ion In e es
(O’conno ,1998) 18
51 C oss-Func ional Collabo a ion (Bishop,1999) 26
52 Cul u al Di e si y (Zein,2016) 15
53 Adap abili y o Change (Con o o e al.,2016) 26
54 Rewa d Sys ems (Ahsan e al.,2013) 21
55 Inno a ion Pipeline (O’conno ,1998) 19
56 Cus ome -Cen ic Inno a ion (Ha e ila & Ha e ila,2019) 16
57 Open Inno a ion (Baghe zadeh e al.,2019) 14
58 Digi al T ans o ma ion (Koza kiewicz,2020) 11
59 Lea ning and De elopmen (Te zie a,2014) 19
60 O ganiza ional Agili y (Con o o e al.,2016) 18
61 In ap eneu ship Encou agemen No Found 20
62 S a egic Alignmen (E shadi e al.,2020) 24
Table 7. Theo e ical Themes.
Theme Aspec s De ini ion Pa icipan ’s Pe spec i e
Resou ce Managemen :
Alloca ed Budge ,
Adequa e P ojec Time,
E ec i e Time
Managemen ,
In as uc u e and
Tools, Documen a ion
Sys em, Ope a ional
E iciency, Emphasis on
Time O e Quali y,
Wo kload P essu e
Resou ce managemen
e e s o e ec i ely and
e icien ly managing
exis ing esou ces wi h
he aim o c ea ing
alue o hei
cus ome s. Resou ce
managemen has
a ious key aspec s ha
a e ela ed o bo h
physical o ha d
esou ces and so
esou ces, such as skills,
mo i a ion, and
a i udes (Legge &
Legge,1995).
The ounda ion o employee and
o ganiza ional p oduc i i y is
e ec i e esou ce managemen . We
(employees) need o eel p epa ed o
do hings wi hou wo ying abou
he app op ia e amoun o esou ces,
such as equipmen , ime, and
inancial esou ces. An o ganiza ion
can pe o m a i s bes when he e is
a well-s uc u ed sys em ha s ikes
a balance be ween imelines and
quali y s anda ds. I an o ganiza ion
does no achie e such balance, i can
isk bu nou and losing ou on
s a egic oppo uni ies.
Adm. Sci. 2025,15, 116 21 o 38
Table 7. Con .
Theme Aspec s De ini ion Pa icipan ’s Pe spec i e
Skills and Capabili ies
Lack o Knowledge and
Expe ience, Expe ise
Suppo , Expe ise
U iliza ion, Knowledge
Sha e, Lea ning and
De elopmen , T us
De elopmen
The skills and
capabili ies, which a e
dynamic in na u e, e e
o a ious key aspec s,
such as knowledge,
skills, and expe ise,
equi ed o unde ake
inno a ion in gene al
and ambidex ous
inno a ion in speci ic
(Heckman & Co bin,
2016).
The o ganiza ion’s abili y o
con ibu e o new inno a ion and
adjus o he changing ma ke
en i onmen is de e mined by a se
o c i ical skills and capabili ies.
The e o e, ha ing access o suppo
ne wo ks o sha ing knowledge and
gaining skills is e y impo an o
such a se o skills and capabili ies.
The o ganiza ion needs o become
mo e con iden and in ol ed in oles
ha p o ide an oppo uni y o
g ow h in skills and capabili ies.
Thus, by consis en ly enhancing
skills, he o ganiza ion no only
becomes be e bu also c ea es and
e ains a s a egic compe i i e
ad an age o he longe e m.
Leade ship and
Mo i a ion
Empowe men om
Leade ship, Emo ional
In elligence o
Manage s, Mo i a ion
o C ea i i y and
De elopmen ,
Leade ship
Engagemen , Rewa d
Sys ems
The hemes o
leade ship and
mo i a ion a e de ined
as beha io al and inne
de i es ha push eams
o seek new ideas o
ambidex ous
inno a ions (Roßnagel,
2017).
Leade s who a e emo ionally
in elligen and suppo i e ha e a
disce nible impac on he
p oduc i i y o employees. The
employees become mo e mo i a ed
and dedica ed when leade s
empowe employees and genuinely
app ecia e hei wo k. We, as
employees, eel p oud and mo i a ed
when ou e o s a e alued. This
encou aging a mosphe e is u he
ein o ced by a compensa ion
s uc u e ha is in line wi h
employees’ e o s and mo i a es
hem o go abo e and beyond hei
no mal esponsibili ies.
Resis ance o Change
and S a us
Quo—(Change
managemen and
beha io pa e ns)
Change Resis ance,
Adap abili y o Change,
Cul u al Di e si y,
Roles and
Responsibili ies,
Sho -Te m Focus,
Bu eauc acy
Resis ance o change
and main enance o he
s a us quo e e s o
beha io s and a i udes
ha es ic any change,
as such change is
pe cei ed o be e y
di icul o implemen ,
and i can signi ican ly
h ea en he s a us quo
and he au ho i ies o
conce ned people
(Wa son,1971).
Al hough esis ance o change is
common, i is necessa y o
de elopmen and adap abili y in he
as -paced wo ld o oday. Al hough
sho - e m objec i es and
bu eauc acy migh occasionally
impede ou (employees)
de elopmen , many iewpoin s
wi hin he eam help us in he abili y
o adjus o change. This shi can be
acili a ed by clea ly de ined oles
and du ies ha o e a solid
ounda ion. When he company
helps employees a e e y s age,
emb acing change becomes easie
o handle.
Adm. Sci. 2025,15, 116 22 o 38
Table 7. Con .
Theme Aspec s De ini ion Pa icipan ’s Pe spec i e
Vision and Mission
Vision and Mission,
S a egic Alignmen ,
Clea Deli e ables and
Me ics, Unclea
Objec i es and Goals
The ision and mission
e e o he s a egic
managemen o he
eams and
o ganiza ions ha end
o de elop long- e m
compe i i e posi ions in
he compe i i e ma ke
and such posi ions’
ele ancy o he
s a egic inno a ion o
ambidex e i y
(Fo eman,1998).
A s ong eeling o pu pose always
comes om aligning ou sel es wi h
he o ganiza ion’s ision and mission.
The employees become mo e
mo i a ed and in ol ed when hey
see hei jobs and wo k a e ela ed o
he bigge mission and ision.
Howe e , an ambiguous and unclea
mission and ision cause
misunde s andings, which may lead
o ine iciency. Employees can
con ibu e mo e e ec i ely when
hey s ay ocused and communica e
he company’s ision and s a egic
goals on a egula basis.
O ganiza ional
cons ain s
O ganiza ional
Cons ain s, Policy
Ba ie s, Fla
O ganiza ional
S uc u e, Tu no e and
Ins abili y, P essu e o
Keep Up wi h
Compe i o s
The o ganiza ion
cons ain s heme e e s
o he a ious hu dles
and cons ain s ha
membe s o eams ha e
o ace in o de o ca y
ou inno a ion. These
cons ain s can be
s a egic (such as lack o
ision, mission,
bu eauc acy, and
o he s) and ac ical
(such as lack o
ope a ion e iciency,
e c.) (Pindek & Spec o ,
2016).
The o ganiza ion’s e iciency and
e ec i eness may be hampe ed by
o ganiza ional cons ain s such as
s ic policies, in ica e sys ems, and
o he s. Employees, once hey s a
eeling cons ained by ules, may be
pe cei ed as in u ia ing. Thus, i
causes ins abili y in he o ganiza ion,
leading o highe u no e in he
o ganiza ion. Resol ing hese
p oblems could esul in a mo e
s eady, concen a ed wo kplace
whe e employees can gi e hei ull
e o o hei asks.
Explo a ion and
Exploi a ion
Bounda ies
Explo a ion and
Exploi a ion
Bounda ies, Tension
Be ween Explo a ion
and Exploi a ion,
Radical Inno a ion
Momen um, Inno a ion
Pipeline,
Cus ome -Cen ic
Inno a ion, Open
Inno a ion
Ambidex ous
inno a ion e e s o
pa adoxical, in which
bo h explo a ion and
exploi a ion a e
conside ed opposi es
bu complemen a y o
each o he . In he
cu en hemes, we end
o explo e he way in
which bounda ies o
each ac i i y, i.e.,
explo a ion and
exploi a ion, can be
ixed so ha i is
possible o sepa a e
hem while s ill
allowing o
o e lapping ac i i ies
(Russo & Vu o,2010).
Sus ainable and s a egic inno a ion
in he o ganiza ion equi es s iking a
balance be ween de eloping new
concep s and imp o ing he cu en
me hods. Ou (employees) job eels
exci ing and o wa d- hinking when
we ha e oom o in es iga e
cus ome - ocused solu ions and
make bold p oposals. Howe e , i is
c ucial o ha e p ecise ules abou
when and how we can ake hese
inno a i e oppo uni ies. Employees
could main ain compe i i eness and
alignmen wi h objec i es by s iking
a balance be ween adical inno a ion
and ope a ional e ec i eness.
Adm. Sci. 2025,15, 116 23 o 38
Table 7. Con .
Theme Aspec s De ini ion Pa icipan ’s Pe spec i e
Team Managemen
Team Managemen ,
Psychological Sa e y in
Teams, Junio s’ Ideas
Igno ed, Teamwo k and
Leade ship A i ude,
P ojec Tes ing and
Moni o ing,
C oss-Func ional
Collabo a ion
E ec i e eam
managemen e e s o
he de elopmen ,
in eg a ion, and
cohesi eness o he
eams o ca y ou new
and adical inno a ions
ha can help a i m
achie e a s a egic
posi ion in he ma ke
(Sco -Young & Samson,
2008).
Team managemen and dynamics
ha e a big impac on how employees
wo k oge he and ul ill he
s akeholde s’ demands. P io i izing
psychological sa e y allows he
employees o exp ess hei hough s
and conce ns wi hou wo ying
abou being judged. E en o junio
eam membe s, e ec i e leade ship
ha encou ages eamwo k and
alues e e yone’s opinions makes a
big impac . The p ojec uns mo e
smoo hly and inclusi ely when
c oss- unc ional coope a ion and
open eedback channels a e used.
In eg a ion and
Communica ion
In eg a ion and
Communica ion,
Sensi i i y o C i icism,
Pas A i udes
Re lec ion, Language
Ba ie s, E alua ion
Impac , E alua ion
Pe o mance Re iew
Sys em, Digi al
T ans o ma ion
The communica ion
and in eg a ion hemes
e e o he
de elopmen and
in eg a ion o a ious
sys ems, such as
cus ome managemen
sys ems, in o ma ion
sys ems, and o he s, so
ha eam membe s can
easily access, sha e, and
ans e necessa y and
c i ical in o ma ion o
inno a ion
(Smi h,2012).
The eam in an o ganiza ion wo king
on ei he explo a i e o exploi a i e
inno a ion would emain cohesi e
and ocused h ough bo h e ec i e
in eg a ion and communica ion. In
o de o a oid misunde s andings, i
is necessa y o add ess
communica ion ba ie s, including
language and o he s. Fu he , i is
also necessa y o imp o e wi h he
suppo o egula , cons uc i e
c i icism ha helps employees
unde s and how hey a e pe o ming
and app ecia e junio s’ ideas. By
ensu ing ha e e yone is in
ag eemen , a clea communica ion
mechanism os e s a mo e
ha monious and e ec i e
eam a mosphe e.
Knowledge
managemen
Knowledge
Managemen ,
Inno a ion
De elopmen ,
Inno a ion Rese
The heme o
knowledge
managemen e e s o
he acquisi ion, sha ing,
and applying
knowledge o a ious
key asks o inno a ion
(Må ensson,2000).
Knowledge managemen p omo es
bo h indi idual and eam g ow h by
assis ing in cap u ing and expanding
a se o new skills and expe iences.
This would help employees o
p opose no el concep s and ideas o
e ec i e explo a i e and exploi i e
inno a ion and g ow h. Employees
can gain knowledge om p io
ailu es, successes, and expe iences
by e iewing and imp o ing ea lie
ini ia i es. The o ganiza ion s ays
compe i i e and e ol ing when
employees a e allowed o expe imen
and expand hei expe ise.
4.5. F equency Analysis o Aspec s in o Themes
The p esen s udy, while employing he open coding p ocedu e, has also conduc ed
a equency analysis o he aspec s. The equency analysis he e sugges s he numbe
Adm. Sci. 2025,15, 116 24 o 38
o imes each aspec o he s udy was men ioned by each pa icipan (36) in he semi-
s uc u ed in e iews. Figu e 1shows he desc ip i e equency analysis o he aspec s
wi hin each heme. In o he wo ds, he equency o aspec s is summa ized. The igu e
clea ly shows ha he aspec s wi hin each heme, such as leade ship managemen , skills and
capabili ies, eam managemen and esis ance o he s a us quo, and esou ce managemen ,
oge he wi h bounda ies be ween explo a ion and exploi a ion, a e widely discussed
among he pa icipan s. These esul s sugges ha , om a me a- heo e ical pe spec i e, he
aspec s wi hin hese hemes a e conside ed o be signi ican ly impo an o ambidex ous
inno a ion.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 22 o 36
a ious key asks o inno a-
ion (Må ensson, 2000).
no el concep s and ideas o e ec i e explo a-
i e and exploi i e inno a ion and g ow h. Em-
ployees can gain knowledge om p io ail-
u es, successes, and expe iences by e iewing
and imp o ing ea lie ini ia i es. The o ganiza-
ion s ays compe i i e and e ol ing when em-
ployees a e allowed o expe imen and expand
hei expe ise.
4.5. F equency Analysis o Aspec s in o Themes
The p esen s udy, while employing he open coding p ocedu e, has also conduc ed
a equency analysis o he aspec s. The equency analysis he e sugges s he numbe o
imes each aspec o he s udy was men ioned by each pa icipan (36) in he semi-s uc-
u ed in e iews. Figu e 1 shows he desc ip i e equency analysis o he aspec s wi hin
each heme. In o he wo ds, he equency o aspec s is summa ized. The figu e clea ly
shows ha he aspec s wi hin each heme, such as leade ship managemen , skills and ca-
pabili ies, eam managemen and esis ance o he s a us quo, and esou ce managemen ,
oge he wi h bounda ies be ween explo a ion and exploi a ion, a e widely discussed
among he pa icipan s. These esul s sugges ha , om a me a- heo e ical pe spec i e,
he aspec s wi hin hese hemes a e conside ed o be significan ly impo an o ambidex-
ous inno a ion.
Figu e 1. Desc ip i e Analysis o Aspec s and Themes.
To elabo a e on equency analysis, he high equency o ce ain aspec s has e ealed
complex p io i ies ha pa icipan s highligh ed ela ed o ambidex ous inno a ion. The
impo ance o leade ship managemen , o example, highligh s he i al ole ha leade s
play in p omo ing inno a ion. Simila ly, seing s a egic di ec ion, empowe ing eams,
Figu e 1. Desc ip i e Analysis o Aspec s and Themes.
To elabo a e on equency analysis, he high equency o ce ain aspec s has e ealed
complex p io i ies ha pa icipan s highligh ed ela ed o ambidex ous inno a ion. The
impo ance o leade ship managemen , o example, highligh s he i al ole ha leade s
play in p omo ing inno a ion. Simila ly, se ing s a egic di ec ion, empowe ing eams, and
acili a ing esou ce alloca ion ha suppo s bo h explo a o y and exploi a i e ac i i ies all
seem o be acili a ed by e ec i e leade ship. This is consis en wi h ambidex e i y heo ies
ha emphasize how impo an i is o leade s o s ike a balance be ween inno a ion
and ope a ional s abili y. In a simila ein, he equen e e ence o alen s and skills
sugges s ha eams mus be lexible and always lea ning. In o de o success ully a e se
complex and changing con ex s, he pa icipan s s essed he alue o acqui ing abili ies
ha suppo bo h adical inno a ion and small-scale changes. Fu he mo e, opics like
esou ce managemen and opposi ion o he s a us quo poin owa d con lic s inside he
company while in oducing no el p ocedu es. Al hough ime and money es ic ions
some imes make es ing di icul , e icien esou ce managemen is essen ial o os e ing
new ideas. On he o he side, o ganiza ional ine ia ha may impede inno a ion a emp s
Adm. Sci. 2025,15, 116 31 o 38
Since he na u e o he p oblem is comp ehensi e, an explo a o y na u e o esea ch needs
o be unde aken.
Al hough he exis ing li e a u e has poin ed ou a ious key ac o s ha need o be
conside ed when implemen ing ambidex ous inno a ion in p ojec -le el o ganiza ions,
o ganiza ional cul u e eme ges as a key ac o ha mus be manipula ed o he success ul
and e ec i e implemen a ion o ambidex ous inno a ion. The p esen esea ch’s aim was
o unde ake explo a o y and quali a i e esea ch design o explo e he key o ganiza ional
cul u e elemen s and aspec s ha a e highly necessa y o implemen ing ambidex ous
inno a ion. Since he li e a u e wi h espec o ambidex e i y in p ojec -le el o ganiza ions
wi hin Saudi A abian cul u e is limi ed, i is pe inen o explo e and unde s and he
o ganiza ional cul u e aspec s ha could be c i ical o he implemen a ion o ambidex ous
inno a ion be o e making any empi ical p edic ion.
The cu en esea ch, using he ac ion and g ounded heo y app oach, has employed
semi-s uc u ed in e iews o collec comp ehensi e da a om pa icipan s on key issues o
he cul u e wi h espec o ambidex ous inno a ion. The da a analysis o semi-s uc u ed
in e iews helped us o collec comp ehensi e da a on he cul u al aspec s. The subsequen
analysis, using open coding, also helped us o iden i y 62 key cul u al aspec s ha could be
necessa y o he implemen a ion o ambidex ous inno a ion. To enhance he eliabili y,
alidi y, and iangula ion o he esea ch, wo sessions o ocus g oup discussions we e
conduc ed. The i s session o he ocus g oup aimed a c i ically e alua ing and il e ing
he aspec s o o ganiza ional cul u e, which esul ed in 56 aspec s. The second session o
he ocus g oup esul ed in he g ouping o aspec s in o heo e ical hemes, which oge he
explained key cul u al ac o s ha need o be manipula ed o he implemen a ion o
ambidex ous inno a ion. These hemes a e ele an o bo h p ojec -le el o ganiza ions
and he cul u e o Global Sou h coun ies such as Saudi A abia.
8.1. Limi a ions o Resea ch
The cu en esea ch has unde aken a comp ehensi e esea ch e o o unde s and
cul u al aspec s and g ouped hem in o hemes, which can help us de elop a cul u e ha
can adop ambidex ous inno a ion. Howe e , he p esen s udy also epo s a ious
limi a ions. A key limi a ion o his s udy is he lack o empi ical e idence es ablishing he
associa ion be ween cul u al aspec s, key hemes, and ambidex ous inno a ion, which
needs o be de eloped u gen ly. Secondly, he p esen esea ch elies on da a collec ed
om p ojec -d i en o ganiza ions in Saudi A abia, which may limi he gene alizabili y o
he indings o o he cul u al o o ganiza ional con ex s. Finally, al hough ocus g oups,
in e iews, and g ounded heo y o da a collec ing and analysis ha e p o ided us wi h
ich insigh s, o he me hods, such as case s udies, can also enhance he indings and o e all
conclusions, along wi h longi udinal da a sou ces.
8.2. Fu u e Resea ch Recommenda ions
The cu en s udy o e s h ee signi ican esea ch ecommenda ions. Fi s , i allows
u u e esea che s o empi ically es and alida e he indings using quan i a i e esea ch
me hods, including bo h su ey and expe imen ing in e en ions. This ype o esea ch
design will p o ide e idence o heo e ical alida ion. Secondly, al hough aspec s and
hemes ha e been de eloped, insigh is s ill missing om he implemen a ion pa . Thus,
u u e esea che s a e ecommended o e iew he li e a u e and de elop in e en ions
ha can help implemen each o he cul u al hemes. Finally, i would be in e es ing o
iangula e he indings using o he me hods o quali a i e esea ch, including case s udies.
Adm. Sci. 2025,15, 116 32 o 38
Au ho Con ibu ions: Concep ualiza ion, M.A. and P.M.; me hodology M.A., P.M. and A.A.; so -
wa e, M.A.; al-ida ion, M.A. and P.M.; o mal analysis, M.A.; in es iga ion, M.A.; esou ces, M.A.
and P.M.; da a cu a ion, M.A. and P.M.; w i ing—o iginal d a p epa a ion, M.A. and P.M.; w i ing—
e iew and edi ing, M.A. and A.A.; isualiza ion M.A. supe ision, M.A., P.M., M.A.-S., J.P. and A.A.;
p ojec adminis a ion, M.A. and P.M.; unding acquisi ion, M.A. All au ho s ha e ead and ag eed o
he published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : No applicable.
Da a A ailabili y S a emen : The da a p esen ed in his s udy a e a ailable on eques om he
co esponding au ho due o p i acy easons.
Con lic s o In e es : The au ho s decla e no con lic o in e es .
Re e ences
Adeoye-Ola unde, O. A., & Olenik, N. L. (2021). Resea ch and schola ly me hods: Semi-s uc u ed in e iews. Jou nal o he Ame ican
College o Clinical Pha macy,4(10), 1358–1367.
Ahsan, K., Ho, M., & Khan, S. (2013). Rec ui ing p ojec manage s: A compa a i e analysis o compe encies and ec ui men signals
om job ad e isemen s. P ojec Managemen Jou nal,44(5), 36–54. [C ossRe ]
Akpa, V. O., Asikhia, O. U., & Nneji, N. E. (2021). O ganiza ional cul u e and o ganiza ional pe o mance: A e iew o li e a u e.
In e na ional Jou nal o Ad ances in Enginee ing and Managemen ,3(1), 361–372.
Alaloul, W. S., Alzubi, K. M., Malkawi, A. B., Al Salaheen, M., & Musa a , M. A. (2022). P oduc i i y moni o ing in building cons uc ion
p ojec s: A sys ema ic e iew. Enginee ing, Cons uc ion and A chi ec u al Managemen ,29(7), 2760–2785. [C ossRe ]
Ali, M. (2021). Imi a ion o inno a ion: To wha ex en do exploi a i e lea ning and explo a o y lea ning os e imi a ion s a egy and
inno a ion s a egy o sus ained compe i i e ad an age?✰.Technological Fo ecas ing and Social Change,165, 120527.
AlSaied, M., & McLaughlin, P. (2024a). Ambidex ous inno a ion in p ojec managemen : A sys ema ic li e a u e e iew. Adminis a i e
Sciences,14(7), 151.
AlSaied, M., & McLaughlin, P. (2024b). O ganiza ional Cul u e enable and inhibi o ac o s o ambidex ous inno a ion. Adminis a i e
Sciences,14(9), 207. [C ossRe ]
Ande son, E. G., J ., Chand aseka an, A., Da is-Blake, A., & Pa ke , G. G. (2018). Managing dis ibu ed p oduc de elopmen p ojec s:
In eg a ion s a egies o ime-zone and language ba ie s. In o ma ion Sys ems Resea ch,29(1), 42–69.
A kinson, R. (1999). P ojec managemen : Cos , ime and quali y, wo bes guesses and a phenomenon, i s ime o accep o he success
c i e ia. In e na ional Jou nal o P ojec Managemen ,17(6), 337–342.
Azeem, M., Sal i, N. A., & Doga , A. H. (2012). Usage o NVi o so wa e o quali a i e da a analysis. Academic Resea ch In e na ional,
2(1), 262–266.
Babbie, E. R. (2015). The p ac ice o social esea ch. Wadswo h Cengage Lea ning.
Babu, A. J. G., & Su esh, N. (1996). P ojec managemen wi h ime, cos , and quali y conside a ions. Eu opean jou nal o ope a ional
esea ch,88(2), 320–327.
Baghe zadeh, M., Ma ko ic, S., & Boge s, M. (2019). Managing open inno a ion: A p ojec -le el pe spec i e. IEEE T ansac ions on
Enginee ing Managemen ,68(1), 301–316.
Bailey, J. (2008). Fi s s eps in quali a i e da a analysis: T ansc ibing. Family p ac ice,25(2), 127–131. [PubMed]
Bans-Aku ey, A., & Tiimub, B. M. (2021). T iangula ion in esea ch. Academia Le e s,2, 1–6.
Ba jak, F., & Heimsch, F. (2023). Unde s anding he ela ionship be ween o ganiza ional cul u e and inbound open inno a ion. Eu opean
Jou nal o Inno a ion Managemen ,26(3), 773–797.
Ba a, I. P. P., & Dhi , S. (2022). O ganiza ional ambidex e i y om he eme ging ma ke pe spec i e: A e iew and esea ch agenda.
Thunde bi d In e na ional Business Re iew,64(5), 559–573. [C ossRe ]
Ba aglia, D., Nei o i, P., & Paolucci, E. (2018). The ole o R&D in es men s and expo on SMEs’ g ow h: A domain ambidex e i y
pe spec i e. Managemen Decision,56(9), 1883–1903.
Bazeley, P. (2009). Analysing quali a i e da a: Mo e han ‘iden i ying hemes’. Malaysian Jou nal o Quali a i e Resea ch,2(2), 6–22.
Binci, D., Ce u i, C., Masili, G., & Pa e nos e , C. (2023). Ambidex e i y and Agile p ojec managemen : An empi ical amewo k. The
TQM Jou nal,35(5), 1275–1309. [C ossRe ]
Bi kinshaw, J., B annen, M. Y., & Tung, R. L. (2011). F om a dis ance and gene alizable o up close and g ounded: Reclaiming a place
o quali a i e me hods in in e na ional business esea ch. Jou nal o In e na ional Business S udies,42, 573–581.
Adm. Sci. 2025,15, 116 33 o 38
Bi kinshaw, J., Zimme mann, A., & Raisch, S. (2016). How do i ms adap o discon inuous change? B idging he dynamic capabili ies
and ambidex e i y pe spec i es. Cali o nia Managemen Re iew,58(4), 36–58. [C ossRe ]
Bishop, S. K. (1999). C oss- unc ional p ojec eams in unc ionally aligned o ganiza ions. P ojec Managemen Jou nal,30(3), 6–12.
[C ossRe ]
Bond-Ba na d, T. J., Fle che , L., & S eyn, H. (2018). Linking us and collabo a ion in p ojec eams o p ojec managemen success.
In e na ional Jou nal o Managing P ojec s in Business,11(2), 432–457. [C ossRe ]
B aun, V., & Cla ke, V. (2012). Thema ic analysis. Ame ican Psychological Associa ion.
B aun, V., & Cla ke, V. (2023). Towa d good p ac ice in hema ic analysis: A oiding common p oblems and be (com) ing a knowing
esea che . In e na ional Jou nal o T ansgende Heal h,24(1), 1–6. [C ossRe ]
B aune hjelm, P., & Thulin, P. (2023). Does inno a ion lead o i m g ow h? Explo a i e e sus exploi a i e inno a ions. Applied
Economics Le e s,30(9), 1179–1182. [C ossRe ]
Bu o d, L. D. (2012). P ojec managemen o la o ganiza ions: Cos e ec i e s eps o achie ing success ul esul s. J. Ross Publishing.
Büschgens, T., Bausch, A., & Balkin, D. B. (2013). O ganiza ional cul u e and inno a ion: A me a-analy ic e iew. Jou nal o P oduc
Inno a ion Managemen ,30(4), 763–781. [C ossRe ]
Ca pen e , C. M., & Su o, M. (2008). Quali a i e esea ch o occupa ional and physical he apis s: A p ac ical guide. Wiley.
Chen, J., Taylo , J. E., & Comu, S. (2017). Assessing ask men al wo kload in cons uc ion p ojec s: A no el elec oencephalog aphy
app oach. Jou nal o Cons uc ion Enginee ing and Managemen ,143(8), 04017053. [C ossRe ]
Claes, M. T. (1999). Women, men and managemen s yles. In e na ional Labou Re iew,138, 431. [C ossRe ]
Cla k, A., & Pos el-Vinay, F. (2009). Job secu i y and job p o ec ion. Ox o d Economic Pape s,61(2), 207–239. [C ossRe ]
Cla k, I. (1998). Compe i i e p essu es and enginee ing p ocess plan con ac ing. Human Resou ce Managemen Jou nal,8(2), 14–28.
[C ossRe ]
Con o o, E. C., Ama al, D. C., Da Sil a, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The agili y cons uc on p ojec
managemen heo y. In e na ional Jou nal o P ojec Managemen ,34(4), 660–674.
Co bin, J. M., & S auss, A. (1990). G ounded heo y esea ch: P ocedu es, canons, and e alua i e c i e ia. Quali a i e Sociology,13(1),
3–21.
Co bin, J., & S auss, A. (2015). Basics o quali a i e esea ch (Vol. 14). Sage.
C aw o d, J. K., Cabanis-B ewin, J., Bigelow, D., James, C., & Pennypacke , S. (2004). P ojec managemen oles and esponsibili ies. Cen e
o Business P ac ices.
C aw o d, P., & B yce, P. (2003). P ojec moni o ing and e alua ion: A me hod o enhancing he e iciency and e ec i eness o aid
p ojec implemen a ion. In e na ional Jou nal o P ojec Managemen ,21(5), 363–373. [C ossRe ]
Deal, T. E., & Kennedy, A. A. (1983). Cul u e: A new look h ough old lenses. The Jou nal o Applied Beha io al Science,19(4), 498–505.
Dean, B. P. (2022). De eloping and leading ambidex ous eams: A eam-cen ic amewo k o ambidex e i y in ola ile en i onmen s.
Jou nal o Change Managemen ,22(2), 120–146.
Decuype e, A., & Schau eli, W. (2021). Explo ing he leade ship–engagemen nexus: A mode a ed me a-analysis and e iew o
explaining mechanisms. In e na ional Jou nal o En i onmen al Resea ch and Public Heal h,18(16), 8592.
Do, B. R., Yeh, P. W., & Madsen, J. (2016). Explo ing he ela ionship among human esou ce lexibili y, o ganiza ional inno a ion and
adap abili y cul u e. Chinese Managemen S udies,10(4), 657–674. [C ossRe ]
Dona e, M. J., & Guadamillas, F. (2010). The e ec o o ganiza ional cul u e on knowledge managemen p ac ices and inno a ion.
Knowledge and P ocess Managemen ,17(2), 82–94.
Dulewicz, V., & Higgs, M. (2000). Emo ional in elligence—A e iew and e alua ion s udy. Jou nal o Manage ial Psychology,15(4),
341–372.
Dunba , R., & Guille de Mon houx, P. (1979). Fea o ailu e in p ojec managemen . In Su i ing ailu es: Pa e ns and cases o
p ojec mismanagemen (pp. 199–217). P oceedings om he S ockholm Symposium on ‘Su i ing Fau es’. Almq is & Wiksell
In e na ional.
Duwe, J. (2022). Success h ough ambidex ous communica ion. In Ambidex ous leade ship: How leade s unlock inno a ion h ough
ambidex e i y (pp. 19–59). Sp inge .
Elo an a, E., Hame i, A. P., & Lah i, M. (2001). Imp o ed p ojec managemen h ough imp o ed documen managemen . Compu e s in
Indus y,45, 231–243.
Ennis, C. D., & Chen, S. (2012). In e iews and ocus g oups. In Resea ch me hods in physical educa ion and you h spo (pp. 217–236).
Rou ledge.
E iksson, P. E. (2013). Explo a ion and exploi a ion in p ojec -based o ganiza ions: De elopmen and di usion o knowledge a
di e en o ganiza ional le els in cons uc ion companies. In e na ional Jou nal o P ojec Managemen ,31(3), 333–341.
E shadi, M. J., Ed isabadi, R., & Shakou i, A. (2020). S a egic alignmen o p ojec managemen wi h heal h, sa e y and en i onmen al
managemen . Buil En i onmen P ojec and Asse Managemen ,10(1), 78–93.
Fo eman, K. (1998). Vision and mission. In S a egic managemen in schools and colleges (pp. 18–31). Paul Chapman Publishing.
Adm. Sci. 2025,15, 116 34 o 38
F ancis, F., Zi a, C. T. O., & Mambula, C. J. (2020). Rewa d sys em as a s a egy o enhance employees pe o mance in an o ganiza ion.
A chi es o Business Re iew,8(6), 156–164. [C ossRe ]
Ge le , P. J., Ma inez, S., P emand, P., Rawlings, L. B., & Ve mee sch, C. M. (2016). Impac e alua ion in p ac ice. Wo ld Bank
Publica ions.
Ghiselli, E. E., & Siegel, J. P. (1972). Leade ship and manage ial success in all and la o ganiza ion s uc u es. Pe sonnel Psychology,
25(4), 617–624.
Gibson, C., & Mum o d, M. D. (2013). E alua ion, c i icism, and c ea i i y: C i icism con en and e ec s on c ea i e p oblem sol ing.
Psychology o Aes he ics, C ea i i y, and he A s,7(4), 314.
Gilla d, S. (2009). So skills and echnical expe ise o e ec i e p ojec manage s. Issues in In o ming Science & In o ma ion Technology,6.
Gise , N., Bell, J. S., & Chen, T. F. (2013). In e a e ag eemen and in e a e eliabili y: Key concep s, app oaches, and applica ions.
Resea ch in Social and Adminis a i e Pha macy,9(3), 330–338.
Glase , B., & S auss, A. (2017). Disco e y o g ounded heo y: S a egies o quali a i e esea ch. Rou ledge.
Golini, R., & Landoni, P. (2014). In e na ional de elopmen p ojec s by non-go e nmen al o ganiza ions: An e alua ion o he need o
speci ic p ojec managemen and app aisal ools. Impac Assessmen and P ojec App aisal,32(2), 121–135.
Goulding, C. (1998). G ounded heo y: The missing me hodology on he in e p e i is agenda. Quali a i e Ma ke Resea ch: An
In e na ional Jou nal,1(1), 50–57.
G o e , V., Pu is, R. L., & Sega s, A. H. (2007). Explo ing ambidex ous inno a ion endencies in he adop ion o elecommunica ions
echnologies. IEEE T ansac ions on Enginee ing Managemen ,54(2), 268–285.
Gup a, A. K., & Gup a, N. (2019). Inno a ion and cul u e as a dynamic capabili y o i m pe o mance: A s udy om eme ging
ma ke s. Global Jou nal o Flexible Sys ems Managemen ,20(4), 323–336.
Hall, D. T., O azo, K. L., & Hollenbeck, G. P. (1999). Behind closed doo s: Wha eally happens in execu i e coaching. O ganiza ional
Dynamics,27(3), 39–53.
Ha e ila, M. J., & Ha e ila, K. C. (2019). Cus ome cen ic success measu es in p ojec managemen . In e na ional Jou nal o Business
Excellence,19(2), 203–222.
Heckman, J. J., & Co bin, C. O. (2016). Capabili ies and skills. Jou nal o Human De elopmen and Capabili ies,17(3), 342–359. [PubMed]
Heidhues, P., K˝oszegi, B., & Mu ooka, T. (2016). Exploi a i e inno a ion. Ame ican Economic Jou nal: Mic oeconomics,8(1), 1–23.
Hejna, W. J., & Hosking, J. E. (2004). Fi e c i ical s a egies o achie ing ope a ional e iciency. Jou nal o Heal hca e Managemen ,49(5),
289–292.
Hende son, J. C., & Venka aman, H. (1999). S a egic alignmen : Le e aging in o ma ion echnology o ans o ming o ganiza ions.
IBM Sys ems Jou nal,38(2.3), 472–484.
Hennink, M., Hu e , I., & Bailey, A. (2020). Quali a i e esea ch me hods. Sage.
His ich, R. D. (1990). En ep eneu ship/in ap eneu ship. Ame ican Psychologis ,45(2), 209.
Hogan, S. J., & Coo e, L. V. (2014). O ganiza ional cul u e, inno a ion, and pe o mance: A es o Schein’s model. Jou nal o Business
Resea ch,67(8), 1609–1621.
Huizingh, E. K. (2011). Open inno a ion: S a e o he a and u u e pe spec i es. Techno a ion,31(1), 2–9.
Ib aimo a, S. S., Seisenbae a, Z. M., Ka yakin, A. M., Genkin, E. V., & Veliko osso , V. V. (2019, Feb ua y 13–15). Teamwo k wi hin
agile p ojec managemen echnology. In e na ional Con e ence Indus ial Technology and Enginee ing (pp. 235–237), Melbou ne,
Aus alia.
Jakobsen, B. (2024). Wo king owa ds unclea goals: Explo ing he concep o social sus ainabili y in a ci y de elopmen p ojec in Oslo, No way
[Mas e ’s Thesis, Uni e si y o Oslo].
Jansen, J. J., Geo ge, G., Van den Bosch, F. A., & Volbe da, H. W. (2008). Senio eam a ibu es and o ganiza ional ambidex e i y: The
mode a ing ole o ans o ma ional leade ship. Jou nal o Managemen S udies,45(5), 982–1007.
Jansen, J. J., Van den Bosch, F. A., & Volbe da, H. W. (2005). Explo a o y inno a ion, exploi a i e inno a ion, and ambidex e i y: The
impac o en i onmen al and o ganiza ional an eceden s. Schmalenbach Business Re iew,57, 351–363.
Johnson, R., & Wa e ield, J. (2004). Making wo ds coun : The alue o quali a i e esea ch. Physio he apy Resea ch In e na ional,9(3),
121–131.
Jos , A., Lo enz, T., & Mischke, G. (2005, July 17–21). Modeling he inno a ion-pipeline. Sys em Dynamics Socie y Con e ence, Mas-
sachuse s Ins i u e o Technology, Sloan School o Managemen , Camb idge, MA, USA.
Khan, S. J., & Mi , A. A. (2019). Ambidex ous cul u e, con ex ual ambidex e i y and new p oduc inno a ions: The ole o o ganiza ional
slack and en i onmen al ac o s. Business S a egy and he En i onmen ,28(4), 652–663.
King, N., & B ooks, J. (2018). Thema ic analysis in o ganisa ional esea ch. In The SAGE handbook o quali a i e business and managemen
esea ch me hods: Me hods and challenges (pp. 219–236). Sage.
Koza kiewicz, A. (2020). Gene al and speci ic: The impac o digi al ans o ma ion on p ojec p ocesses and managemen me hods.
Founda ions o Managemen ,12(1), 237–248.
Adm. Sci. 2025,15, 116 35 o 38
Kozcu, G. Y., & Özmen, Ö. (2021). E ec s o ans o ma ional leade ship on o ganiza ional change managemen and o ganiza ional
ambidex e i y. Global Jou nal o Economics and Business S udies,10(20), 15–25.
K aus, S., Jones, P., Kaile , N., Weinmann, A., Chapa o-Banegas, N., & Roig-Tie no, N. (2021). Digi al ans o ma ion: An o e iew o
he cu en s a e o he a o esea ch. Sage Open,11(3), 21582440211047576.
La amboise, D., Nelson, R. L., & Schmal z, J. (2002). Managing esis ance o change in wo kplace accommoda ion p ojec s. Jou nal o
Facili ies Managemen ,1(4), 306–321.
La sson, L., & La sson, J. (2018). Sus ainable de elopmen in p ojec -based indus ies–suppo ing he ealiza ion o explo a i e
inno a ion. Sus ainabili y,10(3), 683. [C ossRe ]
Le, P. B. (2023). De e minan s o ugal inno a ion o i ms in eme ging ma ke s: The oles o leade ship, knowledge sha ing and
collabo a i e cul u e. In e na ional Jou nal o Eme ging Ma ke s,18(9), 3334–3353.
Lee, C. Y., & Johnson, A. L. (2013). Ope a ional e iciency. In Handbook o indus ial and sys ems enginee ing, second edi ion indus ial
inno a ion (pp. 17–44). John Wiley & Sons.
Legge, K., & Legge, K. (1995). Wha is human esou ce managemen ? (pp. 62–95) Macmillan Educa ion UK.
Lewicki, R. J. (2000). T us , us de elopmen , and us epai . In M. Deu sch, & P. T. Coleman (Eds.), The handbook o con lic esolu ion:
Theo y and p ac ice (pp. 86–107). Jossey-Bass.
Lin, C., & Chang, C. C. (2015). A pa en -based s udy o he ela ionships among echnological po olio, ambidex ous inno a ion, and
i m pe o mance. Technology Analysis & S a egic Managemen ,27(10), 1193–1211.
Locke, K. (2001). G ounded heo y in managemen esea ch. Sage.
Ma, J., Zhou, X., Chen, R., & Dong, X. (2019). Does ambidex ous leade ship mo i a e wo k c a ing? In e na ional Jou nal o Hospi ali y
Managemen ,77, 159–168.
Majid, M. A. A., O hman, M., Mohamad, S. F., Lim, S. A. H., & Yuso , A. (2017). Pilo ing o in e iews in quali a i e esea ch:
Ope a ionaliza ion and lessons lea n . In e na ional Jou nal o Academic Resea ch in Business and Social Sciences,7(4), 1073–1080.
[C ossRe ] [PubMed]
Må ensson, M. (2000). A c i ical e iew o knowledge managemen as a managemen ool. Jou nal o Knowledge Managemen ,4(3),
204–216.
Miles, M. B. (1994). Quali a i e da a analysis: An expanded sou cebook (Ve sion 2). SAGE Publica ions.
Mohiya, M., & Sulphey, M. M. (2021). Do Saudi A abian leade s exhibi ambidex ous leade ship: A quali a i e examina ion. Sage
Open,11(4), 21582440211054496.
Mon es-Gue a, M. I., Gimena, F. N., Pé ez-Ezcu dia, M. A., & Díez-Sil a, H. M. (2014). The in luence o moni o ing and con ol on
p ojec managemen success. In e na ional Jou nal o Cons uc ion P ojec Managemen ,6(2), 163–184.
Mo gan, D. L. (1996). Focus g oups. Annual Re iew o Sociology,22(1), 129–152.
M ugalska, B., & Ahmed, J. (2021). O ganiza ional agili y in indus y 4.0: A sys ema ic li e a u e e iew. Sus ainabili y,13(15), 8272.
[C ossRe ]
Muhammad, F., Ik am, A., Ja i, S. K., & Na eed, K. (2020). P oduc inno a ions h ough ambidex ous o ganiza ional cul u e wi h
media ing e ec o con ex ual ambidex e i y: An empi ical s udy o i and elecom i ms. Jou nal o Open Inno a ion: Technology,
Ma ke , and Complexi y,7(1), 9.
Mu ay, C. E. (2009). Di usion o inno a ion heo y: Ab idge o he esea ch-p ac ice gap in counseling. Jou nal o Counseling &
De elopmen ,87(1), 108–116. [C ossRe ]
Mülle , R., & Tu ne , J. R. (2007). Ma ching he p ojec manage ’s leade ship s yle o p ojec ype. In e na ional Jou nal o P ojec
Managemen ,25, 21–32. [C ossRe ]
Nauman, S., Khan, A. M., & Ehsan, N. (2010). Pa e ns o empowe men and leade ship s yle in p ojec en i onmen . In e na ional
Jou nal o P ojec Managemen ,28(7), 638–649.
Nedbal, D., Auinge , A., & Hochmeie , A. (2013). Add essing anspa ency, communica ion and pa icipa ion in En e p ise 2.0 p ojec s.
P ocedia Technology,9, 676–686.
Nemanich, L. A., & Ve a, D. (2009). T ans o ma ional leade ship and ambidex e i y in he con ex o an acquisi ion. The Leade ship
Qua e ly,20(1), 19–33.
Newman, A., Donohue, R., & E a, N. (2017). Psychological sa e y: A sys ema ic e iew o he li e a u e. Human Resou ce Managemen
Re iew,27(3), 521–535.
Ob ado ic, V., Jo ano ic, P., Pe o ic, D., Mihic, M., & Mi o ic, Z. (2013). P ojec manage s’ emo ional in elligence–a icke o success.
P ocedia-Social and Beha io al Sciences,74, 274–284. [C ossRe ]
O’conno , G. C. (1998). Ma ke lea ning and adical inno a ion: A c oss case compa ison o eigh adical inno a ion p ojec s. Jou nal o
P oduc Inno a ion Managemen : An In e na ional Publica ion o he P oduc De elopmen & Managemen Associa ion,15(2), 151–166.
O’Donnell, A. B., Lu ey, K. E., Ma ceau, L. D., & McKinlay, J. B. (2007). Using ocus g oups o imp o e he alidi y o c oss-na ional
su ey esea ch: A s udy o physician decision making. Quali a i e Heal h Resea ch,17(7), 971–981. [C ossRe ]
Ogbu, J. U. (1992). Unde s anding cul u al di e si y and lea ning. Educa ional Resea che ,21(8), 5–14. [C ossRe ]
Adm. Sci. 2025,15, 116 36 o 38
O’ eilly, C. A., III, & Tushman, M. L. (2008). Ambidex e i y as a dynamic capabili y: Resol ing he inno a o ’s dilemma. Resea ch in
O ganiza ional Beha io ,28, 185–206.
Ouchi, W. G., & Wilkins, A. L. (1985). O ganiza ional cul u e. Annual e iew o Sociology,11(1), 457–483.
Özlen, M. K., & Handzic, M. (2020). Ambidex ous o ganisa ions om he pe spec i e o employed knowledge managemen s a egies:
E idence om Tu key. Jou nal o In o ma ion & Knowledge Managemen ,19(2), 2050003.
Padge , D. K. (2013). Quali a i e esea ch. In Encyclopedia o social wo k. Ox o d Uni e si y P ess.
Pa k, J., & Pa k, D. H. (2019). A sus ainable p ojec managemen s a egy agains mul i asking si ua ions om he iewpoin s o
cogni i e mechanism and mo i a ional belie . Sus ainabili y,11(24), 6912. [C ossRe ]
Pa ke , S. K., & Ski mo e, M. (2005). P ojec managemen u no e : Causes and e ec s on p ojec pe o mance. In e na ional Jou nal o
P ojec Managemen ,23(3), 205–214.
Pa hi anage, Y. L., Jaya ilake, L. V., & Abeyseke a, R. (2020). A li e a u e e iew on o ganiza ional cul u e owa ds co po a e
pe o mance. In e na ional Jou nal o Managemen , Accoun ing & Economics,7(9), 522–544.
Peng, H. (2019). O ganiza ional ambidex e i y in public non-p o i o ganiza ions: In e es and limi s. Managemen Decision,57(1),
248–261.
Pe ei a, V., Temou i, Y., A slan, A., Degbey, W. Y., & Ta ba, S. (2022). Ambidex ous o ganiza ions in and om eme ging ma ke s—
Edi o s’ special issue in oduc ion. Thunde bi d In e na ional Business Re iew,64(5), 101762. [C ossRe ]
Pindek, S., & Spec o , P. E. (2016). O ganiza ional cons ain s: A me a-analysis o a majo s esso . Wo k & S ess,30(1), 7–25.
Pisello, A. L., Pigliau ile, I., Anda gie, M., Be ge , C., Bluyssen, P. M., Ca lucci, S., Chinazzo, G., Bela i, Z. D., Dong, B., Fa e o, M.,
& Ghah amani, A. (2021). Tes ooms o s udy human com o in buildings: A e iew o con olled expe imen s and acili ies.
Renewable and Sus ainable Ene gy Re iews,149, 111359.
Pollack-Johnson, B., & Libe a o e, M. J. (2006). Inco po a ing quali y conside a ions in o p ojec ime/cos adeo analysis and
decision making. IEEE T ansac ions on Enginee ing Managemen ,53(4), 534–542. [C ossRe ]
Popadiuk, S., Luz, A. R. S., & K e schme , C. (2018). Dynamic capabili ies and ambidex e i y: How a e hese concep s ela ed? Re is a
de Adminis ação Con empo ânea,22(5), 639–660.
Powell, R. A., & Single, H. M. (1996). Focus g oups. In e na ional Jou nal o Quali y in Heal h Ca e,8(5), 499–504. [C ossRe ] [PubMed]
Rai h, F., Rich e , I., & Linde meie , R. (2017, July 12–14). How p ojec -managemen - ools a e used in agile p ac ice: Bene i s, d awbacks and
po en ials. P oceedings o he 21s In e na ional Da abase Enginee ing & Applica ions Symposium (pp. 30–39), B is ol, UK.
Rappapo , A. (2005). The economics o sho - e m pe o mance obsession. Financial Analys s Jou nal,61(3), 65–79.
Rashid, H. (2010). Human ac o s e ec s in helicop e main enance: P oac i e moni o ing and con olling echniques. C an ield Uni e si y.
Rial i, R., Ma zi, G., Capu o, A., & Mayah, K. A. (2020). Achie ing s a egic lexibili y in he e a o big da a: The impo ance o
knowledge managemen and ambidex e i y. Managemen Decision,58(8), 1585–1600.
Rossi, M., Fes a, G., Fiano, F., & Giacobbe, R. (2020). To in es o o ha es ? Co po a e en u e capi al ambidex e i y o exploi -
ing/explo ing inno a ion in echnological business. Business P ocess Managemen Jou nal,26(5), 1157–1181. [C ossRe ]
Roßnagel, C. S. (2017). Leade ship and mo i a ion. In Leade ship oday: P ac ices o pe sonal and p o essional pe o mance (pp. 217–228).
Sp inge .
Russo, A., & Vu o, C. (2010). C oss-bounda y ambidex e i y: Balancing explo a ion and exploi a ion in he uel cell indus y. Eu opean
Managemen Re iew,7(1), 30–45. [C ossRe ]
Sackmann, S. A. (1991). Unco e ing cul u e in o ganiza ions. The Jou nal o Applied Beha io al Science,27(3), 295–317.
Salmasnia, A., Mokh a i, H., & Nakhai Kamal Abadi, I. (2012). A obus scheduling o p ojec s wi h ime, cos , and quali y conside a ions.
The In e na ional Jou nal o Ad anced Manu ac u ing Technology,60, 631–642.
San o o, G., Th assou, A., B esciani, S., & Del Giudice, M. (2019). Do knowledge managemen and dynamic capabili ies a ec
ambidex ous en ep eneu ial in ensi y and i ms’ pe o mance? IEEE T ansac ions on Enginee ing Managemen ,68(2), 378–386.
Schein, E. H. (2010). O ganiza ional cul u e and leade ship (Vol. 2). John Wiley & Sons.
Schmid , C. (2004). The analysis o semi-s uc u ed in e iews. In A companion o quali a i e esea ch (p. 253). Sage.
Sco -Young, C., & Samson, D. (2008). P ojec success and p ojec eam managemen : E idence om capi al p ojec s in he p ocess
indus ies. Jou nal o Ope a ions Managemen ,26(6), 749–766.
Selden, L., & MacMillan, I. C. (2006). Manage cus ome -cen ic inno a ion-sys ema ically. Ha a d Business Re iew,84(4), 108. [PubMed]
Shaou , A., & Yousi , M. K. (2014). Pe o mance e alua ion–Me hods and echniques su ey. In e na ional Jou nal o Compu e and
In o ma ion Technology,3(5), 966–979.
Sheehan, M., Ga a an, T. N., & Mo ley, M. J. (2023). The mic o ounda ions o dynamic capabili ies o inc emen al and adical
inno a ion in knowledge-in ensi e businesses. B i ish Jou nal o Managemen ,34(1), 220–240.
Shen, Y., Tuuli, M. M., Xia, B., Koh, T. Y., & Rowlinson, S. (2015). Towa d a model o o ming psychological sa e y clima e in
cons uc ion p ojec managemen . In e na ional Jou nal o P ojec Managemen ,33(1), 223–235.
Shenha , A. J. (1998). F om heo y o p ac ice: Towa d a ypology o p ojec -managemen s yles. IEEE T ansac ions on Enginee ing
Managemen ,45(1), 33–48.
Adm. Sci. 2025,15, 116 37 o 38
Shenha , A. J. (2004). S a egic P ojec Leade ship
®
Towa d a s a egic app oach o p ojec managemen . R&D Managemen ,34(5),
569–578.
Sijbom, R. B., Janssen, O., & Van Ype en, N. W. (2016). Leade s’ achie emen goals and hei in eg a i e managemen o c ea i e ideas
oiced by subo dina es o supe io s. Eu opean Jou nal o Social Psychology,46(6), 732–745.
Sil e , W. S., & Mi chell, T. R. (1990). The s a us quo endency in decision making. O ganiza ional Dynamics,18(4), 34–46.
Sil e man, D. (2006). In e p e ing quali a i e da a: Me hods o analyzing alk, ex and in e ac ion. Sage.
Simeoni, F., B une i, F., Mion, G., & Ba a a, R. (2020). Ambidex ous o ganiza ions o sus ainable de elopmen : The case o ai - ade
sys ems. Jou nal o Business Resea ch,112, 549–560.
Smi h, B. G. (2012). Communica ion in eg a ion: An analysis o con ex and condi ions. Public Rela ions Re iew,38(4), 600–608.
S okes, D., & Be gin, R. (2006). Me hodology o “me hodola y”? An e alua ion o ocus g oups and dep h in e iews. Quali a i e
ma ke esea ch: An in e na ional Jou nal,9(1), 26–37.
S auss, A. (1987). Quali a i e analysis o social scien is s. Camb idge Uni e si y P ess.
S auss, A., & Co bin, J. (1998). Basics o quali a i e esea ch: P ocedu es and echnique o de eloping g ounded heo y. Sage.
Tampoe, M., & Thu loway, L. (1993). P ojec managemen : The use and abuse o echniques and eams ( e lec ions om a mo i a ion
and en i onmen s udy). In e na ional Jou nal o P ojec Managemen ,11(4), 245–250.
Ta akol, M., & Dennick, R. (2011). Making sense o C onbach’s alpha. In e na ional Jou nal o Medical Educa ion,2, 53.
Te zie a, M. (2014). P ojec knowledge managemen : How o ganiza ions lea n om expe ience. P ocedia Technology,16, 1086–1095.
Tobin, G. A., & Begley, C. M. (2004). Me hodological igou wi hin a quali a i e amewo k. Jou nal o Ad anced Nu sing,48(4), 388–396.
[PubMed]
Tsai, M. C., & Wang, C. (2017). Linking se ice inno a ion o i m pe o mance: The oles o ambidex ous inno a ion and ma ke
o ien a ion capabili y. Chinese Managemen S udies,11(4), 730–750.
Tu ne , M., & Linga d, H. (2016). Imp o ing wo ke s’ heal h in p ojec -based wo k: Job secu i y conside a ions. In e na ional Jou nal o
Managing P ojec s in Business,9(3), 606–623.
Tu ne , N., Maylo , H., & Swa , J. (2015). Ambidex e i y in p ojec s: An in ellec ual capi al pe spec i e. In e na ional Jou nal o P ojec
Managemen ,33(1), 177–188.
Tu ne , N., Swa , J., Maylo , H., & An onacopoulou, E. (2016). Making i happen: How manage ial ac ions enable p ojec -based
ambidex e i y. Managemen Lea ning,47(2), 199–222.
Vygo sky, L. (2011). In e ac ion be ween lea ning and de elopmen (pp. 79–91). Linköpings Uni e si e .
Walke , D., & My ick, F. (2006). G ounded heo y: An explo a ion o p ocess and p ocedu e. Quali a i e Heal h Resea ch,16(4), 547–559.
Wang, C. L., & Ra iq, M. (2014). Ambidex ous o ganiza ional cul u e, Con ex ual ambidex e i y and new p oduc inno a ion: A
compa a i e s udy o UK and Chinese high- ech Fi ms. B i ish Jou nal o Managemen ,25(1), 58–76.
Wang, S., & Noe, R. A. (2010). Knowledge sha ing: A e iew and di ec ions o u u e esea ch. Human Resou ce Managemen Re iew,
20(2), 115–131.
Wang, Y., Fa ag, H., & Ahmad, W. (2021). Co po a e cul u e and inno a ion: A ale om an eme ging ma ke . B i ish Jou nal o
Managemen ,32(4), 1121–1140.
Wassme , U., Li, S., & Madhok, A. (2017). Resou ce ambidex e i y h ough alliance po olios and i m pe o mance. S a egic
Managemen Jou nal,38(2), 384–394.
Wa son, G. (1971). Resis ance o change. Ame ican Beha io al Scien is ,14(5), 745–766.
Webe , M. (2023). Bu eauc acy. In Social heo y e-wi ed (pp. 271–276). Rou ledge.
Wes on, C., Gandell, T., Beauchamp, J., McAlpine, L., Wiseman, C., & Beauchamp, C. (2001). Analyzing in e iew da a: The
de elopmen and e olu ion o a coding sys em. Quali a i e Sociology,24, 381–400.
Xie, X., & Wang, H. (2021). How o b idge he gap be ween inno a ion niches and explo a o y and exploi a i e inno a ions in open
inno a ion ecosys ems? Jou nal o Business Resea ch,124, 299–311.
Yang, M., Wang, J., & Zhang, X. (2021). Bounda y-spanning sea ch and sus ainable compe i i e ad an age: The media ing oles o
explo a o y and exploi a i e inno a ions. Jou nal o Business Resea ch,127, 290–299.
Zein, O. (2016). Cul u e and p ojec managemen : Managing di e si y in mul icul u al p ojec s. Rou ledge.
Zhang, W., Zeng, X., Liang, H., Xue, Y., & Cao, X. (2023). Unde s anding how o ganiza ional cul u e a ec s inno a ion pe o mance: A
managemen con ex pe spec i e. Sus ainabili y,15(8), 6644. [C ossRe ]
Zhang, X., Le, Y., Liu, Y., & Chen, X. (2021). Fos e ing ambidex ous inno a ion s a egies in la ge in as uc u e p ojec s: A eam
he e ogenei y pe spec i e. IEEE T ansac ions on Enginee ing Managemen ,70, 2257–2267.
Zhang, Z., & Luo, T. (2020). Ne wo k capi al, exploi a i e and explo a o y inno a ions—F om he pe spec i e o ne wo k dynamics.
Technological Fo ecas ing and Social Change,152, 119910. [C ossRe ]
Adm. Sci. 2025,15, 116 38 o 38
Zhao, K., Hua, J., Yan, L., Zhang, Q., Xu, H., & Yang, C. (2019, Augus 4–8). A uni ied amewo k o ma ke ing budge alloca ion.
P oceedings o he 25 h ACM SIGKDD In e na ional Con e ence on Knowledge Disco e y & Da a Mining (pp. 1820–1830),
Ancho age, AK, USA.
Zhou, Z., Zang, Y., Luo, X., Lan, Y., & Xue, X. (2013). Technology inno a ion de elopmen s a egy on ag icul u al a ia ion indus y o
plan p o ec ion in China. T ansac ions o he Chinese Socie y o Ag icul u al Enginee ing,29(24), 1–10.
Disclaime /Publishe ’s No e: The s a emen s, opinions and da a con ained in all publica ions a e solely hose o he indi idual
au ho (s) and con ibu o (s) and no o MDPI and/o he edi o (s). MDPI and/o he edi o (s) disclaim esponsibili y o any inju y o
people o p ope y esul ing om any ideas, me hods, ins uc ions o p oduc s e e ed o in he con en .
