Ambidextrous innovation in project management: A systematic literature review

AlSaied, Mohammad; McLaughlin, Pa ick
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Ambidex ous inno a ion in p ojec managemen : A
sys ema ic li e a u e e iew
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Ci a ion: AlSaied, Mohammad, and
Pa ick McLaughlin. 2024.
Ambidex ous Inno a ion in P ojec
Managemen : A Sys ema ic Li e a u e
Re iew. Adminis a i e Sciences 14:
151. h ps://doi.o g/10.3390/
admsci14070151
Recei ed: 13 June 2024
Re ised: 6 July 2024
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adminis a i e
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Sys ema ic Re iew
Ambidex ous Inno a ion in P ojec Managemen : A Sys ema ic
Li e a u e Re iew
Mohammad AlSaied * and Pa ick McLaughlin
School o Ae ospace, T anspo and Manu ac u ing, C an ield Uni e si y, C an ield MK43 0AL, UK
*Co espondence: [email p o ec ed]
Abs ac : P ojec s wo k unde cons an p essu e o esou ce and ime cons ain s. In o de o pe o m
e ec i ely and e icien ly, inno a ion seems o be a signi ican ac o . Howe e , due o he di e en
na u e o p ojec s as compa ed o he o ganiza ion, p ojec s ha e been inding i di icul o unde -
ake such inno a ion. Howe e , ambidex ous inno a ion, which seeks o balance explo a o y and
exploi a i e inno a ion, o e s a possible solu ion. Howe e , esea ch on he ela ionship be ween
ambidex ous inno a ion and p ojec managemen is a an ea ly s age. The pu pose o he p esen
esea ch is o unde ake a sys ema ic e iew o he li e a u e o build and syn hesize he unde s and-
ing o inno a ion ambidex e i y a he p ojec le el. Following he P e e ed Repo ing I ems o
Sys ema ic Re iews and Me a Analysis (PRISMA) guidelines, ou esea ch collec ed da a om he
Web o Science and SCOPUS da abases. By adhe ing o he PRISMA app oach, we ensu ed a igo ous
and anspa en app oach o he sys ema ic e iew s udy, allowing o comp ehensi e da a collec ion
and analysis. The esul s o he p esen e iew s udy sugges ha in e es is building apidly o
inco po a e ambidex ous inno a ion in o p ojec managemen . Ambidex ous inno a ion seemed
o posi i ely impac bo h he pe o mance and capabili y o p ojec s o unde ake he inno a ion.
Fu he , impo an d i e s such as o ganiza ional cul u e, knowledge managemen , inno a ion ac i i-
ies, and agili y play key oles in unde aking ambidex ous inno a ion a he p ojec le el. Fu he ,
elemen s o he eam such as eam in eg a ion, alignmen , and knowledge u iliza ion also play key
oles. Finally, he a enue o u u e esea ch has also been highligh ed.
Keywo ds: ambidex ous inno a ion; p ojec managemen ; explo a i e inno a ion; exploi a i e inno a ion
1. In oduc ion
Ex e nal and mac oeconomic issues a e pu ing p essu e on p ojec s o pe o m e -
ec i ely and e icien ly by cu ing cos s, educing was e, and becoming mo e sus ainable
(Musa a e al. 2021). The ongoing ex e nal and mac oeconomic p essu e has le less
oom o p ojec s and o ganiza ions unning such p ojec s o be success ul in a way ha
sa is ies he equi emen s and demands o he p ojec s akeholde s (Nguyen e al. 2023).
The e o e, i is equi ed and demanded ha he p ojec s change how co e p ojec ac i i ies
a e unde aken (Ali e al. 2023) One o he c i ical solu ions ha can pa e he way o
p ojec s o change he way co e ac i i ies a e being unde aken is inno a ion (Ju e al. 2020).
Inno a ion can be de ined as c ea ing and expe imen ing wi h new hings in co e p ojec
ac i i ies o imp o e he e iciency and e ec i eness o he p ojec s. The inno a ion can be
adical, in which a signi ican newness is in oduced in o co e p ojec ac i i ies, and i can
be inc emen al, in which co e p ojec ac i i ies a e imp o ed and enhanced g adually and
inc emen ally. Howe e , p ojec s a e also cons ained by cos and ime (Kline and Rosen-
be g 2010). The e y na u e o p ojec s is ha p ojec s ha e o deli e o hei clien s and
s akeholde s quickly, cons ained by cos and pe o mance p essu e (S ej ig and Ande sen
2015), and such a na u e and p essu e ha e also caused p ojec s o ail signi ican ly.
Inno a ion, especially adical, equi es he ca e ul expe imen a ion, es ing, and com-
me cializa ion o new ideas (Adams e al. 2006). Thus, his makes inno a ion o o ga-
niza ions and p ojec s cos ly and ime-consuming (Hidalgo and Albo s 2008). Howe e ,
Adm. Sci. 2024,14, 151. h ps://doi.o g/10.3390/admsci14070151 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 151 2 o 29
in ecen yea s, mo e c ea i e app oaches ha e been used by o ganiza ions, especially
o unde ake and channel hei inno a ion ac i i ies, which is being e e ed o as am-
bidex ous inno a ion (Ge lach e al. 2020). Ambidex ous inno a ion is he o ganiza ion’s
dynamic capabili y o unde ake and balance explo a o y inno a i e ac i i ies in which
adical inno a ion is being in oduced and exploi a i e ac i i ies in which inc emen al
inno a ion is being in oduced in he p ojec s. The esolu ion o he pa adox o explo a o y
and exploi i e inno a ion is cen al o ambidex ous inno a ion (O’Reilly and Tushman
2011). I allows o ganiza ions o gain con inuous knowledge and expe ience ha would
ul ima ely help hem sus ain hei compe i i e ad an age (Zhang e al. 2020). Fu he ,
ambidex ous inno a ion will enable o ganiza ions o con inue he inno a ion con inuously
wi hou any b eak, and such con inui y in he inno a i e ac i i ies can esul in posi i e
and con inuous o ganiza ional pe o mance (Zhang e al. 2021b). Ambidex ous inno a ion
is also p omising as i can also pa e a way o he p ojec o educe he numbe o ailu es
(Guzzini and Iacobucci 2017). Thus, due o he appa en bene i o ambidex e i y, p ojec
managemen schola s and p ac i ione s ha e also s a ed o ake an in e es in p ojec
ambidex e i y (Haide e al. 2023).
The nascen li e a u e sugges s ha p ojec manage s a e highly keen and in e es ed
in ambidex e i y (Zhang e al. 2021a). The ambidex e i y p o ides a aluable amewo k
o he p ojec manage s o imp o e hei cos e iciency, educe p ojec ailu es, de elop
ways o comple e he deli e ables on ime, and achie e highe s akeholde sa is ac ion
(Haide e al. 2023). Fu he , he li e a u e, especially empi ical li e a u e, also sugges s ha
ambidex e i y a he p ojec le el can also be a necessa y and essen ial miles one o p ojec
manage s (Di Mu o e al. 2021) as i helps manage s o ind a solu ion o appa en and sho -
e m p oblems and u ilize such knowledge and expe ience o de ec and de elop a solu ion
o ecu ing and long- e m issues (Rosing and Zache 2023). The li e a u e also sugges s
ha he p ojec is an ideal case s udy o ambidex ous inno a ion and he balancing o
explo a o y and exploi i e inno a ion pa adoxes (Binci e al. 2023). The p ojec s a e well
sui ed o employ exploi i e inno a ion me hods using hei knowledge and expe ience
con inuously (Zhang e al. 2021a). Fu he , p ojec s can simul aneously pa allel exploi i e
ac i i ies and may acqui e in e nal and ex e nal knowledge and expe ise o unde ake
explo a i e ac i i ies (Haide e al. 2023).
Howe e , such empi ical e idence sugges s a p omising u u e o p ojec s inco po a -
ing ambidex e i y o imp o e e iciency and e ec i eness. Resea ch on p ojec managemen
and ambidex ous inno a ion needs o be u he ad anced. The p ojec s uc u e is well
sui ed o ambidex e i y compa ed o adi ional o ganiza ion s uc u e (Rosing and Zache
2023). Howe e , mo e con i ma ion om he li e a u e is equi ed. Fu he , due o di -
e ences in he esou ces, knowledge, and expe ience, insigh in o key enable s and key
exhibi o s, which can a ec he p ojec ’s abili y o inco po a e and embed ambidex e i y, is
also needed. Finally, empi ical esea ch such as ha by Haide e al. (2023); Zhang e al.
(2021b); Di Mu o e al. (2021); Hald and No dio (2021); and Sun e al. (2020) has ound
ha ambidex e i y impac s p ojec pe o mance posi i ely; such claims should be alida ed
om he b oade li e a u e, which will se e as an ancho poin o u u e esea che s and
manage s o con i m he e ec o ambidex e i y.
Finally, he gene al heo y o ambidex e i y is unde pinned by a ious in e connec ed
and in e disciplina y heo ies, making i c ucial o del e deepe in o i s heo e ical oun-
da ions. This explo a ion is necessa y o enhance he heo e ical ele ance o esea ch
on p ojec -le el ambidex e i y and o p o ide u u e esea che s wi h a obus heo e ical
amewo k o hei empi ical s udies. By unco e ing he heo e ical bases o p ojec -le el
ambidex e i y, esea che s can ensu e ha hei s udies a e g ounded in well-es ablished
heo ies, which will s eng hen he academic igo and c edibili y o hei wo k. To achie e
his objec i e, a sys ema ic li e a u e e iew (SLR) is indispensable. The SLR me hodology
is well sui ed o ga he ing and syn hesizing high-quali y li e a u e insigh s, enabling
esea che s o iden i y, e alua e, and in e p e all ele an esea ch a ailable on a pa icula
opic in a comp ehensi e and unbiased manne (Paul e al. 2021). This esea ch, he e o e,
Adm. Sci. 2024,14, 151 3 o 29
aims o conduc an SLR o collec and analyze scien i ic li e a u e on he phenomena o
p ojec managemen and ambidex ous inno a ion. By doing so, i seeks o p o ide a
de ailed heo e ical unde s anding ha will no only cla i y he cu en academic landscape
bu also o e a solid ounda ion o u u e empi ical in es iga ions. This app oach will
con ibu e signi ican ly o sa u a ing he academic knowledge in his a ea and enhancing
i s heo e ical ele ance, ul ima ely suppo ing he de elopmen o mo e e ec i e p ojec
managemen and inno a ion s a egies.
The key objec i es o he p esen esea ch a e o
•
To iden i y he main ca ego ies and esea ch a eas o esea ch on ambidex ous inno-
a ion in p ojec managemen .
•To iden i y he enable s o ambidex ous inno a ion in p ojec managemen .
•
To iden i y usual ba ie s and challenges acing ambidex ous inno a ion in p ojec
managemen .
•
To iden i y he impac o con empo a y esea ch s udying ambidex ous inno a ion
on p ac i ione s wi hin p ojec eams and o ganiza ions.
•
To iden i y a eas o u u e esea ch on ambidex ous inno a ion ha would bene i
p ojec eam success.
2. Re iew o Exis ing Li e a u e
2.1. P ojec Managemen
P ojec managemen can be de ined as a managemen amewo k o o ganizing,
leading, and o e seeing ac ions wi h he aim o achie e he goals and objec i es as pa
o he p ojec s (Le i 2011). P ojec managemen seems o ha e eme ged as an impo an
managemen amewo k wi h he capaci y o manage isks, s imula e inno a ion, and
maximize esou ces in o de o achie e he o ganiza ion’s s a egic objec i es (Lock 2020).
P ojec managemen s a ed wi h he hea y enginee ing and cons uc ion indus y, bu
wi h ime, i is being adop ed in o a a ie y o indus ies, including manu ac u ing, IT,
heal hca e, and inance (Pollack 2007).
The p ojec managemen li e a u e sugges s ha , consis en wi h adi ional manage-
men philosophy, he planning p ocess in he p ojec s akes he cen al s age o p ojec
success (Whi e and Fo une 2002). In he planning s age, p ojec manage s a emp o se
he goals, deli e ables, and scope o he p ojec . Fu he , p ojec manage s also a emp
o iden i y he key s akeholde s who will play an impo an pa in con ibu ing o he
success o he p ojec s (Ba balho e al. 2019). The e o e, p ojec manage s a e equi ed o
se and de elop all signi ican equi emen s sa is ying he needs and demands o hese
key s akeholde s (Mallak e al. 1991). Mo eo e , conduc ing ho ough isk assessmen s
and e ec i ely alloca ing esou ces o speci ic deli e ables and componen s a e c ucial
o ensu ing p ojec success. Fu he , as p ojec managemen s a ed o become popula
and depending on he needs and na u e o he p ojec , se e al new and inno a i e p ojec
managemen me hodologies such as agile ha e eme ged, which o e dis inc amewo ks
o o ganizing and ca ying ou p ojec s (Dybå e al. 2014). Finally, digi iza ion o p ojec
managemen has esul ed in many so wa e and online ools, such as ask acke s, Gan
cha s, and Kanban boa ds, allowing o quick decision-making o esol e de ia ions om
he plan and p o ide eal- ime moni o ing o p ojec p og ess (Ak u k and E hun 1999).
Agile p ojec managemen can be de ined as a p ojec managemen me hodology ha
ocuses on i e a i e de elopmen , collabo a ion, and adap abili y o manage complexi y
o p ojec e icien ly (Dybå e al. 2014). The p inciple o agili y in p ojec managemen
has made a signi ican con ibu ion in helping p ojec s o manage a ious p essu es such
as ime, cos s and ailu e (Fe nandez and Fe nandez 2008). The agili y in p ojec s is also
c ucial o ambidex ous inno a ion, as agili y p o ides p ojec s wi h he abili y o balance
exploi a ion and explo a ion by p omo ing lexibili y, con inuous eedback, and inc emen al
p og ess (Clauss e al. 2021).
Adm. Sci. 2024,14, 151 4 o 29
2.2. Ambidex ous Inno a ion
The ambidex ous inno a ion is he o ganiza ion’s dynamic capabili y o unde ake
and balance explo a o y inno a i e ac i i ies in which adical inno a ion is being in o-
duced and exploi a i e ac i i ies in which inc emen al inno a ion is being in oduced in he
p ojec s. The esolu ion o explo a o y and exploi i e inno a ion is cen al o ambidex ous
inno a ion (O’Reilly and Tushman 2011).
The idea o ambidex ous inno a ion o igina ed om he ealiza ion ha in o de o
businesses o s ay compe i i e in e e -changing ma ke si ua ions, hey need o no only
use hei cu en esou ces and skills bu also in es iga e new a enues and echnological
ad ancemen s (Chakma e al. 2021). The e o e, u ilizing he exis ing esou ces e icien ly
can be e e ed o as exploi a ion, and in es iga ing and inding new a enues can be
e e ed o as explo a ion (Sco 2014).
The li e a u e sugges s ha exploi a i e inno a ion is all abou exploi ing al eady-
exis ing knowledge, skills, and esou ces in o de o boos p oduc i i y, enhance cos
e iciency, and imp o e he quali y o p oduc s and se ices (Muelle e al. 2013). Exploi i e
inno a ion concen a es on maximizing he alue ha may be ex ac ed om exis ing
esou ces and business models (Heidhues e al. 2016). Exploi i e inno a ion can also be
e e ed o as inc emen al inno a ion in which he key objec i e is o achie e ope a ional
excellence, p ocess op imiza ion, and g adual inc eases in p oduc i i y (Lenne s e al. 2020).
On he o he hand, he idea o explo a o y inno a ion is o de elop new ideas, p oduc s,
se ices, and p ocedu es. Explo a o y inno a ion en ails en u ing in o uncha ed e i o y,
which o e s a po en ial o dis up i e inno a ions (De Visse and Faems 2015). Explo a o y
inno a ion equi es a lo o esou ces owa ds R&D, a suppo i e cul u e and di e se
hinking, and cul i a ing an en i onmen whe e ailu e is accep ed as a c ucial s ep on he
pa h o in en ion (Enkel e al. 2017).
Finally, ambidex ous inno a ion in he con ex o p ojec managemen also equi es a
dual ocus on sho - e m and long- e m p ojec goals and objec i es. The sho - e m p ojec
goals align wi h exploi a i e inno a ion, which mus emphasize ope a ional excellence,
p ocess op imiza ion, and inc emen al imp o emen s o deli e immedia e alue (Haide
e al. 2023). Fu he , long- e m p ojec goals, con e sely, a e aligned wi h explo a o y
inno a ion, which comp ehensi ely ocuses on esea ch and de elopmen , os e ing a
suppo i e cul u e o inno a ion, and encou aging di e se hinking o gene a e dis up i e
inno a ions ha can ede ine ma ke s and c ea e new g ow h ajec o ies (Zhang e al.
2021b). Add essing bo h ypes o in en ion is necessa y o managing ambidex ous
inno a ion in p ojec s success ully. In o de o achie e sho - e m objec i es, exploi a i e
inno a ion is p io i ized, which can lead o imp o ed ope a ional e iciencies and highe -
quali y goods and se ices, he eby gi ing businesses a compe i i e ad an age. Meanwhile,
explo a o y inno a ion is essen ial o long- e m objec i es since i en ails in es men and
he accep ance ha ailu e is a necessa y pa o he inno a ion p ocess (Killen e al. 2023).
3. Resea ch Me hod
The p esen esea ch aims o syn hesize an unde s anding o ambidex ous inno-
a ion echniques u ilized in he p ojec and ela ed o ganiza ions, such as cons uc ion
and so wa e de elopmen companies (Binci e al. 2023). The concep o ambidex ous
inno a ion gained signi ican a en ion om p ac i ione s and schola s (Wei e al. 2011).
Va ious empi ical s udies (Pe o e al. 2020;Binci e al. 2023;Saile 2019;Tu ne e al. 2015;
Ojiako e al. 2023) ha e been unde aken in he se ing o p ojec managemen . Howe e , a
sys ema ic li e a u e e iew s udy is needed o build he syn hesized unde s anding ha
guides u he esea ch owa d ambidex ous inno a ion in a p ojec se ing. Al hough
some sys ema ic li e a u e e iew s udies by (Ka e zopoulos 2022;Chakma e al. 2021)
ha e been unde aken, mos o hese s udies ha e no explici ly cap u ed he ins ance o
p ojec managemen and he se ing in which ambidex e i y is s udied. The e o e, a gap in
he li e a u e exis s, which calls o unde aking a sys ema ic li e a u e e iew s udy on
ambidex e i y and p ojec managemen . To launch he pe iodic e iew o ea lie s udies in

Adm. Sci. 2024,14, 151 5 o 29
ambidex ous inno a ion and p ojec managemen , he p esen esea ch has adop ed he
PRISMA guidelines p o ided by T an ield e al. (2003). The sys ema ic e iew guidelines
by T an ield e al. (2003) a e conside ed comp ehensi e guidelines ha schola s o manage-
men science esea ch widely use. T an ield e al. (2003) sugges h ee s ages o conduc a
sys ema ic e iew o li e a u e he planning s age, he e iew s age, and he epo ing s age.
3.1. Planning S ages
The planning s age is he i s s age in unde aking he sys ema ic li e a u e e iew, as
sugges ed by T an ield e al. (2003). In he planning s age, he au ho s ca e ully ollowed he
guidelines and p o ocols ensh ined in T an ield e al. (2003) o se a clea di ec ion o he
sys ema ic e iew s udy p ocess and p ocedu e. Fi s , s aigh o wa d esea ch ques ions
ha e been de eloped o speci y and na ow he objec i es. The esea ch ques ions p o ide
an ancho poin in he scope o ou sys ema ic e iew s udy. Table 1lis s he esea ch
ques ions de eloped o he cu en esea ch s udy. Second, p esen esea ch by ollowing
guidelines p esen ed by schola s in managemen science (Paul and C iado 2020;Paul e al.
2017), who ha e selec ed he esea ch da abase o sea ch and ex ac he ele an and high-
quali y li e a u e. These da abases include Web o Science and SCOPUS. Web o Science and
SCOPUS a e da abases con aining high-quali y pee - e iewed scien i ic li e a u e. Fu he ,
o suppo he s a emen , he p esen esea ch has decided o ex ac only li e a u e in he
o m o esea ch pape s w i en in English. Thi d, ex ac ing he ele an li e a u e om he
esea ch da abases depends much on he se o keywo d s ings ha ha e been used. I is
sugges ed ha esea che s u ilize keywo ds ha help hem cap u e he li e a u e ele an o
he esea ch ques ions o be answe ed (Paul e al. 2017). Secondly, ele an and app op ia e
keywo ds a e also necessa y o a oid all pe inen li e a u e inconsis en wi h he scope
o he s udy (Paul and C iado 2020). Table 2lis s he keywo ds de eloped o he p esen
sys ema ic e iew s udy o sea ch and ex ac he li e a u e.
Table 1. Resea ch ques ions.
S.No Resea ch Ques ions
1Wha a e he main ca ego ies (and hei cha ac e is ics) ha ha e been iden i ied in
esea ch s udies ha add essed ambidex ous inno a ion in p ojec managemen ?
2Wha a e he inhibi o s and enable s o ambidex ous inno a ion in
p ojec managemen ?
3Wha a e he usual ba ie s and challenges acing ambidex ous inno a ion in
p ojec managemen ?
4
Wha is he impac o con empo a y esea ch s udying ambidex ous inno a ion on
p ac i ione s wi hin p ojec eams and o ganiza ions?
5Wha a eas could be u he esea ched on ambidex ous inno a ion ha would
bene i p ojec eam success?
Table 2. Sea ch keywo ds s ings.
S.No Keywo ds Resea ch A ea
1.
“ambidex ous inno a ion” OR “ambidex e i y” OR
“dual inno a ion” OR “balancing explo a ion and
exploi a ion” OR “inno a ion pa adox” OR
“simul aneous explo a ion and exploi a ion” OR
“inno a i e capabili ies” OR “inno a i e s a egies”
OR “inno a i e p ac ices”
Ambidex ous
Inno a ion
Adm. Sci. 2024,14, 151 6 o 29
Table 2. Con .
S.No Keywo ds Resea ch A ea
AND
2.
“p ojec managemen ” OR “p ojec o ganiza ions”
OR “s a egic p ojec managemen ” OR “p ojec
success” OR “p ojec pe o mance” OR “p ojec
e iciency” OR “inno a ion in p ojec s” OR
“inno a ion in PMOs” OR “managing inno a ion in
p ojec s” OR “p ojec de elopmen ” OR “p ojec
implemen a ion” OR “p ojec planning”
P ojec Managemen
AND
3.
p ojec OR ambidex e i y OR “ambidex ous p ojec ”
OR “p ojec inno a ion” OR “inno a i e p ojec s”
OR “p ojec -based inno a ion”
Ambidex ous
Inno a ion and P ojec
Managemen
3.2. Conduc ing S age
The p esen esea ch execu ed he e iew conduc ing s age in which all he s eps
designed in he planning s age ha e been implemen ed as sugges ed in Figu e 1. The
i s s ep being implemen ed was o use he keywo ds de eloped in Table 2 o sea ch he
li e a u e in a Web o Science and SCOPUS da abase. The esea che s used hese keywo ds
along wi h he AND and OR ope a o s, as men ioned in Table 2. The esul s om Web
o Science (n = 165) and SCOPUS (n = 218) show 383 a icles ha e been ex ac ed a e
limi ing he sea ch o esea ch pape s w i en in English. Fu he , esea che s employed
he bibliome ix ool de eloped by A ia and Cuccu ullo (2017). The bibliome ix is a s a e-
o - he-a ool o analyzing bibliome ic da a om Web o Science, SCOPUS, and o he
c i ical academic da abases. The bibliome ix ool is based on he powe ul p og amming
language o R (A ia and Cuccu ullo 2017) and helps ex ac he ele an bibliome ic
esul s wi h p ope in e ac i e isualiza ions. Using he simple code execu ed in o he
bibliome ix lib a y o R, he esea che emo ed he 58 duplica e publica ions, esul ing
in 195. Howe e , ou o iginal esul s show ha we ha e been able o ex ac he 383
a icles, and bibliome ics was only able o e ain 195 a icles a e emo ing duplica es.
Upon u he in es iga ion, i u ns ou ha bibliome ix emo ed publica ions ha do
no con ain he app op ia e quali y and s anda ds, which u he simpli ies ou p ocess
o il e ing da a. Fu he , using bibliome ix, he p esen esea ch has unde aken a ious
desc ip i e analyses o ex ac ed publica ions a e emo ing he duplica es. Fu he , a
comp ehensi e analysis o he yielded esea ch pape s was unde aken by ca e ully eading
he abs ac o each pape . The pape s ha signi ican ly s udied ambidex ous inno a ion
in he p ojec managemen con ex using any esea ch design, i.e., quali a i e, quan i a i e,
and expe imen al, we e e ained, and he es we e disca ded. A e applying such c i e ia,
96 pape s we e disca ded, and hose pape s seem no o discuss ambidex ous inno a ion
signi ican ly o do no discuss he con ex o p ojec managemen , p ojec eams, and p ojec
se ings. The esul a e such an ope a ion is 99. Each a icle was ca e ully ead by he
esea che s, and a u he 27 a icles we e emo ed due o no answe ing he esea ch
ques ion signi ican ly. This esul ed in ou e iew being based on 71 esea ch a icles. Each
o he 71 pape s was e iewed using he e iew amewo k. The e iew amewo k is
a comp ehensi e guideline o e iew each pape . The e iew aims o check each pape
o answe he esea ch ques ions de eloped and ex ac he ecommenda ions o u u e
esea che s o ad ance ambidex ous inno a ion in p ojec managemen .
Adm. Sci. 2024,14, 151 7 o 29
Adm. Sci. 2024, 14, x FOR PEER REVIEW 7 o 30
Figu e 1. Sys ema ic Re iew F amewo k.
3.3. Repo ing S age
The p esen esea ch, by ollowing he guidelines o T an ield e al. (2003), has
di ided he esul s epo ing in o wo s ages. The i s s age o esul s epo ing includes
he desc ip i e s a is ics on esea ch publica ion da a, which p esen esea ch ex ac ed
om SCOPUS and Web o Science. The majo i y o desc ip i e esul s a e yielded using
he bibliome ix lib a y on R. The second s age consis s o esul s ob ained by
comp ehensi ely e iewing each ele an pape o answe he esea ch ques ions
de eloped and iden i y u u e esea ch ecommenda ions. Sec ion 4 discusses he
desc ip i e analysis, and Sec ion 5 discusses he b oade discussion om e iewing he
esea ch pape s.
4. Desc ip i e S a is ics
The ollowing sec ion epo s he esul s o he desc ip i e s a is ics o he li e a u e
da a ound om unning sea ch keywo ds and s ings in o SCOPUS and Web o Science.
The da a epo ed he e a e de eloped using he bibliome ix ool based on he R
p og amming language.
4.1. Top Ci ed Pape s
We ha e some o he mos signi ican pape s in e e y esea ch s eam and a ea
con ibu ing o he li e a u e as shown in Figu e 2. One o he key me hods o inding
hose pape s is by looking a hei ci a ions. The bibliome ix ool has helped us yield he
lis o he mos signi ican esea ch pape s in ambidex ous inno a ion and p ojec
Figu e 1. Sys ema ic Re iew F amewo k.
3.3. Repo ing S age
The p esen esea ch, by ollowing he guidelines o T an ield e al. (2003), has di ided
he esul s epo ing in o wo s ages. The i s s age o esul s epo ing includes he
desc ip i e s a is ics on esea ch publica ion da a, which p esen esea ch ex ac ed om
SCOPUS and Web o Science. The majo i y o desc ip i e esul s a e yielded using he
bibliome ix lib a y on R. The second s age consis s o esul s ob ained by comp ehensi ely
e iewing each ele an pape o answe he esea ch ques ions de eloped and iden i y
u u e esea ch ecommenda ions. Sec ion 4discusses he desc ip i e analysis, and Sec ion 5
discusses he b oade discussion om e iewing he esea ch pape s.
4. Desc ip i e S a is ics
The ollowing sec ion epo s he esul s o he desc ip i e s a is ics o he li e a u e
da a ound om unning sea ch keywo ds and s ings in o SCOPUS and Web o Science.
The da a epo ed he e a e de eloped using he bibliome ix ool based on he R p og am-
ming language.
4.1. Top Ci ed Pape s
We ha e some o he mos signi ican pape s in e e y esea ch s eam and a ea con-
ibu ing o he li e a u e as shown in Figu e 2. One o he key me hods o inding hose
pape s is by looking a hei ci a ions. The bibliome ix ool has helped us yield he lis
o he mos signi ican esea ch pape s in ambidex ous inno a ion and p ojec manage-
men by hei ci a ions. The esul s show ha Tiwana (2008) is one o he mos widely
Adm. Sci. 2024,14, 151 8 o 29
acclaimed esea ch pape s in ambidex ous inno a ion and p ojec managemen . Tiwana
(2008) discusses he ole o he alliance ambidex e i y in which b idging ies complemen
he s uc u al ies.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 8 o 30
managemen by hei ci a ions. The esul s show ha Tiwana (2008) is one o he mos
widely acclaimed esea ch pape s in ambidex ous inno a ion and p ojec managemen .
Tiwana (2008) discusses he ole o he alliance ambidex e i y in which b idging ies
complemen he s uc u al ies.
Figu e 2. Top ci ed pape s.
4.2. Top Ci ed Au ho s
The bibliome ic ool has also enabled us o ex ac he mos p oli ic au ho s who
ha e con ibu ed signi ican ly o he esea ch s eam o ambidex ous inno a ion and
p ojec managemen . Figu e 3 shows he lis o such p oli ic au ho s and he numbe o
publica ions. P o . D . Neil W Tu ne , a p o esso o p ojec managemen a C an ield
Uni e si y, Uni ed Kingdom, has been one o he mos p oli ic au ho s in he esea ch
s eam o p ojec managemen and ambidex ous inno a ion, ha ing au ho ed and co-
au ho ed nine esea ch pape s.
Figu e 3. Mos P oli ic Au ho s.
4.3. Time o Publica ions
Figu e 2. Top ci ed pape s.
4.2. Top Ci ed Au ho s
The bibliome ic ool has also enabled us o ex ac he mos p oli ic au ho s who
ha e con ibu ed signi ican ly o he esea ch s eam o ambidex ous inno a ion and
p ojec managemen . Figu e 3shows he lis o such p oli ic au ho s and he numbe o
publica ions. P o . D . Neil W Tu ne , a p o esso o p ojec managemen a C an ield
Uni e si y, Uni ed Kingdom, has been one o he mos p oli ic au ho s in he esea ch s eam
o p ojec managemen and ambidex ous inno a ion, ha ing au ho ed and co-au ho ed
nine esea ch pape s.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 8 o 30
managemen by hei ci a ions. The esul s show ha Tiwana (2008) is one o he mos
widely acclaimed esea ch pape s in ambidex ous inno a ion and p ojec managemen .
Tiwana (2008) discusses he ole o he alliance ambidex e i y in which b idging ies
complemen he s uc u al ies.
Figu e 2. Top ci ed pape s.
4.2. Top Ci ed Au ho s
The bibliome ic ool has also enabled us o ex ac he mos p oli ic au ho s who
ha e con ibu ed signi ican ly o he esea ch s eam o ambidex ous inno a ion and
p ojec managemen . Figu e 3 shows he lis o such p oli ic au ho s and he numbe o
publica ions. P o . D . Neil W Tu ne , a p o esso o p ojec managemen a C an ield
Uni e si y, Uni ed Kingdom, has been one o he mos p oli ic au ho s in he esea ch
s eam o p ojec managemen and ambidex ous inno a ion, ha ing au ho ed and co-
au ho ed nine esea ch pape s.
Figu e 3. Mos P oli ic Au ho s.
4.3. Time o Publica ions
Figu e 3. Mos P oli ic Au ho s.
4.3. Time o Publica ions
The hi d impo an insigh ex ac ed om he bibliome ic ool om he li e a u e da a
is he ime se ies analysis o publica ion ca e ing o he esea ch s eam o ambidex ous
Adm. Sci. 2024,14, 151 15 o 29
and In ellec ual), and capaci y de elopmen (Kashan and Mohannak 2014;Tiwana 2010;
B eunig and Lomba do 2016;Majoo 2015;Zhang e al. 2022;Tu ne e al. 2014;Killen e al.
2023;Lindskog 2022;Leybou ne and Sain e 2012;Al-Hanshi e al. 2022;Chand aseka an
and Mish a 2012;Che Ib ahim e al. 2017;E iksson e al. 2016;Huang e al. 2015).
Table 4. Knowledge managemen —a heme.
S.No Knowledge Managemen
Fac o Role
Knowledge Sha ing
Knowledge sha ing can make a ailable c i ical
knowledge necessa y o he eam o unde ake
exploi a i e and explo a i e ac i i ies.
O ganiza ional Capi al
O ganiza ional capi al, e e ed o he e, is he
human, in ellec ual, and social capi al. These
h ee ypes o o ganiza ional capi al can de elop
eam compe ency, making i easy o hem o
unde ake explo a i e and exploi a i e ac i i ies.
Lea ning and Capaci y
De elopmen
Lea ning and capaci y de elopmen is an
essen ial and de i ing ac o ha empowe s he
eam o expe imen wi h new ideas o
explo a ion and exploi a ion.
The li e a u e has pu an impo an emphasis on bo h knowledge sha ing and acqui-
si ion (Da ies e al. 2023). The li e a u e sugges s ha knowledge-sha ing ac i i ies help
eams esponsible o ambidex ous inno a ion o make a ailable c i ical knowledge neces-
sa y o he eam o unde ake ei he exploi a i e o explo a i e ac i i ies (Hakka ainen
e al. 2006). Fu he , he ac i e p ocess o knowledge sha ing makes an impo an and
c i ical con ibu ion, which builds he p ojec eam’s abili y o build and expe imen wi h
new ideas (Dymenko 2008;Tu ne e al. 2013). Apa om knowledge sha ing, he li e a-
u e also sugges s he impo ance o o ganiza ional capi al. O ganiza ional capi al, as he
cu en li e a u e sugges s, can be di ided in o h ee dis inc ypes, i.e., human, in ellec ual,
and social capi al. The social, in ellec ual, and human capi al can help eams o de elop
a ying le els o compe ency in unde s anding s akeholde equi emen s, using knowledge
o de elop and expe imen wi h ambidex ous inno a ion solu ions and making i easy
o eam o unde ake and balance explo a i e and exploi a i e ac i i ies (Kashan and
Mohannak 2014;Tiwana 2010;B eunig and Lomba do 2016;Majoo 2015;Zhang e al. 2022;
Tu ne e al. 2014). Con inuous lea ning and aining is e e ed o as key o de eloping
human, in ellec ual, and social capi al. Finally, capaci y de elopmen is also ega ded
as an essen ial and de i ing ac o in ambidex ous inno a ion in p ojec s. The capaci y
de elopmen h ough he ac i e lea ning and knowledge managemen p ocess empowe s
he eam o expe imen wi h new ideas o explo a ion and exploi a ion (Killen e al. 2023;
Lindskog 2022;Leybou ne and Sain e 2012;Al-Hanshi e al. 2022;Chand aseka an and
Mish a 2012;Che Ib ahim e al. 2017;E iksson e al. 2016;Huang e al. 2015).
5.2.4. O ganiza ional Cul u e and Leade ship
The ou h mos impo an esea ch a eas ha ha e been yielded as a esul o he
cu en e iew s udy a e o ganiza ional cul u e and leade ship. The p esen esea ch has
concluded o ganiza ional cul u e and leade ship as one o he mos c i ical, signi ican ,
and widely discussed esea ch a eas wi h espec o ambidex ous inno a ion in p ojec
managemen (Rezania e al. 2019;Alhosani and Al Ma i 2020;K ane and K ane 2018).
The p esen e iew esea ch has syn hesized ha an o ganiza ional cul u e o he p ojec un-
de aking ambidex ous inno a ion seems o be he key ac o ha can con ibu e owa ds
achie ing explo a ion, exploi a ion, and he desi ed le el o ambidex e i y (Sky e moen
and Wedum 2023;Oleksand e al. 2020;Lei e al. 2023;Binci e al. 2023;Lo e e al. 2018;
Meng e al. 2021;Chmiela z 2023;Fo una e al. 2023;Fang e al. 2021;Binci e al. 2020;Liu

Adm. Sci. 2024,14, 151 16 o 29
e al. 2012;Mülle e al. 2015). The p esen SLR has e ealed impo an insigh s ha he
cul u e o he o ganiza ion, which s esses lea ning and de elopmen , empowe men , and
expe imen a ion, is be e able o design and de elop explo a i e and exploi a i e solu ions
o he s akeholde s (Ding 2012;Kui e e al. 2016;Maniak and Midle 2014). The e o e,
esea che s ha e been es ing a a ie y o cul u al a iables’ impac s on a p ojec ’s abili y
o inco po a e ambidex ous inno a ion.
The p esen e iew s udy has u he syn hesized key cul u al ac o s such as O gani-
za ional Capaci y o he P ojec Team Managemen , Top Managemen Suppo Leade ship,
and Mo i a ion. The o ganiza ional capaci y is he cul u al elemen ha encompasses
he a ailabili y o human esou ces, knowledge, and inancial esou ces o unde ake ex-
plo a o y and exploi a i e inno a i e ac i i ies o ambidex ous inno a ion (Oleksand
e al. 2020;Haide e al. 2023). The li e a u e u he sugges s ha he capaci y o o ganiza-
ions unde aking ambidex ous inno a ion can enhance he le el o ambidex e i y and
pe o mance o he p ojec s (Chmiela z 2023;Ding 2012;Kui e e al. 2016;Ahn e al. 2006).
Fu he , al hough eam managemen is discussed as a key elemen o balancing explo a ion
and exploi a ion pa adox, i is also being s udied in he li e a u e, which con ibu es o
he enhancemen o ambidex e i y in o ganiza ions. The e ec i e managemen eam is
discussed in ligh o key ac o s such as he e ec i e u iliza ion and de elopmen o he
eam, as well as i s in eg a ion and alignmen o achie e ambidex e i y. Fu he , he li e a-
u e has also discussed he suppo o op managemen and mo i a ion as key d i e s in
inco po a ing ambidex ous inno a ion in o p ojec managemen (Majoo 2015;Zhang e al.
2022;Ha e mans e al. 2015;Killen e al. 2023). The cu en li e a u e e ec i ely sugges s
ha leade ship and mo i a ion also play a c ucial ole in ambidex ous inno a ion as op
managemen makes c i ical decisions on esou ce alloca ion, mixing, and deploymen o
achie e ambidex e i y. Fu he , om a mo i a ion s andpoin , leade ship plays a c i ical
ole in de eloping a ision, mission, and objec i e ega ding ambidex e i y and mo i a ing
he eam o wo k owa ds achie ing such goals (He od and Ko ach 2015;Ahl änge e al.
2022;Chen e al. 2017;Che Ib ahim e al. 2017;Huang e al. 2015).
5.2.5. P ojec Pe o mance
The las and impo an a ea in which esea che s ocus is he impac o ambidex ous
inno a ion on he p ojec i sel . The p esen esea ch has a emp ed o summa ize and
syn hesize he hema ic impac o ambidex ous inno a ion on he p ojec s. The esul s o
ou analysis ha e sugges ed ha ambidex ous inno a ion can ha e a signi ican impac on
bo h ope a ion and inancial p ojec pe o mance (Alshawabkeh e al. 2020) and inno a ion
pe o mance (D eesen and Hansen 2018). The e iew esul s sugges ha mos manage s
a emp o inco po a e ambidex e i y a he p ojec le el due o pe o mance p essu e
(Lee-Kelley 2018). Exploi a ion enables hem o de elop a solu ion ha enhances he
pe o mance in he sho e m (Longo and Na duzzo 2017), while explo a ion enables
p ojec manage s o secu e he p ojec pe o mance in he longe e m (Tiwana 2008;He od
and Ko ach 2015). Fu he , he p esen esea ch has e ealed ano he impo an insigh
om he li e a u e wi h ega d o inno a ion i sel . The esea ch has e ealed ha p ojec
manage s a e also impo an in ambidex ous inno a ion as hey help o inco po a e an
e ec i e amewo k o unde aking an inno a ion i sel in o he p ojec s. Thus, i can be
a gued ha ambidex ous inno a ion is going o be he p e e ed inno a ion amewo k in
p ojec managemen .
The li e a u e sugges s ha he pe o mance o he p ojec unde ime and esou ce
cons ain s pushes manage s o adop and seek ambidex ous inno a ion. The li e a u e
syn hesizes ha ambidex ous inno a ion helps o achie e key pe o mance me ics such as
cos -e ec i eness (Ahl änge e al. 2022), ime adhe ence (Ekamba am e al. 2018), p ojec
quali y (Nunes and Ab eu 2020), and s akeholde sa is ac ion. The li e a u e also sugges s
ha p ojec s iden i y he a eas o explo a ion and exploi a ion and alloca e esou ces
inancially and in eams (Je e and Alba 2015). Such ac i i y helps hem enhance p ojec s’
Adm. Sci. 2024,14, 151 17 o 29
e icacy and e iciency a a ious le els (Be gg en 2019). Thus, ambidex e i y imp o es
p ojec esul s, s eamlines hei ac i i ies, and e en ually mee s hei s a egic goals.
The p esen SLR s udy has e ealed ha ambidex e i y in he p ojec con ibu es
signi ican ly o p ojec inno a ion (Liè e 2019;Bu on e al. 2012;Lee e al. 2007;Ahn
e al. 2006;Sun e al. 2020;Ha e mans e al. 2015;Chen e al. 2017). I can be concluded
ha ambidex ous inno a ion is he mos e ec i e amewo k o p ojec s o unde ake
inno a ion wi hin p ojec s (Reischl e al. 2022). The p esen SLR s udy has e ealed ha
ambidex ous inno a ion in he p ojec has enabled hem o an icipa e and assess he ends,
needs, and demands o clien s and ela ed s akeholde s. Such an icipa ion o he needs
and demands becomes he d i ing o ce in he p ojec o assemble he eam, collec and
analyze he knowledge, and es he exploi a i e and explo a i e solu ions wi hin he
p ojec s (Ding 2012;Che Ib ahim e al. 2017). I has also been e ealed om he li e a u e
ha ambidex e i y imp o es a p ojec ’s abili y o c ea e inno a i e solu ions and s ay
compe i i e in he quickly changing business en i onmen o oday by os e ing a cul u e
ha alues expe imen a ion, lea ning, and adap abili y (Napie e al. 2011;Maniak and
Midle 2014).
5.3. Key Enable s
The aim and objec i e o he p esen esea ch in i s e iew o ambidex ous inno a ion
in p ojec managemen was o de elop and syn hesize he lis o key enable s. The enable s
pe ain o he idea ha ce ain key a iables and ac o s in p ojec managemen can enhance
he abili y o p ojec s o unde ake ambidex ous inno a ion wi hin such p ojec s. The
esul s o he p esen esea ch s udy sugges ha he ollowing a e key enable s ha can
signi ican ly enhance he p ojec ’s abili y o unde ake he ambidex ous inno a ion. The
esul s a e p esen ed in Table 5.
Table 5. Key enable s.
Key Enable s Desc ip ions Re e ences
Agili y
Flexible and agile p ojec s a e in a be e
posi ion o explo e new knowledge and
exploi he exis ing knowledge o
unde aking an inno a ion
(Lee e al. 2007;Hakka ainen e al. 2006;Ding 2012;
Liè e 2019)
P ojec Complexi y and
Inno a ion Cul u e
Complex p ojec s will push p ojec
manage s o seek new ideas o sol e he
p oblems and exploi exis ing knowledge
o ap upon exis ing issues and p oblems
being unde aken.
(Meng e al. 2021;Sumana a hna and Rowlinson
2019;Alhosani and Al Ma i 2020;K ane and
K ane 2018)
Lea ning
Lea ning will help he p ojec o build he
s ock o knowledge ha can be employed
eadily in o de explo e new ideas and
exploi exis ing p oduc s and se ices.
(Lindskog 2022;Reischl e al. 2022;He od and
Ko ach 2015;Lei e al. 2023)
Team Dynamics
E ec i e eam cohesion and in eg a ion
a e conside ed o be impo an enable s
as eam cohesion and in eg a ion make i
easy o p ojec s o implemen
ambidex ous inno a ion
(Fo una e al. 2023;Fang e al. 2021;D eesen and
Hansen 2018)
O ganiza ion Suppo S uc u e
The o ganiza ional suppo s uc u e is
highly essen ial in os e ing
ambidex ous inno a ion wi hin p ojec s.
This would include op managemen
suppo , mo i a ion, and leade ship
(Tu ne e al. 2014;Lee e al. 2009;Lo e e al. 2018;
Oleksand e al. 2020;Rezania e al. 2019)
Adm. Sci. 2024,14, 151 18 o 29
5.3.1. Agili y
The esul o SLR emphasizes agili y as he c i ical enable o ambidex ous inno a ion
in p ojec s. Agili y is conside ed a c ucial acili a o o ambidex ous inno a ion. The
p ojec ’s abili y o quickly adjus and eac o changes in i s ex e nal en i onmen is essen ial
o ambidex ous inno a ion. Agili y in a p ojec embeds lexibili y, making explo a ion
and exploi a ion ac i i ies easy. The li e a u e u he sugges s ha p ojec s ind i easy
o balance explo a ion and exploi a ion when a p ojec is agile. I enables p ojec s o
quickly change cou se in esponse o new possibili ies o e ol ing ma ke condi ions while
gua an eeing con inuing ope a ions’ s abili y and e ec i eness. This agili y is essen ial
o p ojec s o mee he wo demands o inno a ion, which include disco e ing new
oppo uni ies and making he mos o al eady-exis ing ad an ages. Essen ially, he ques
o ambidex ous inno a ion in p ojec managemen e ol es a ound agili y. Due o i s
abili y o make explo a ion and exploi a ion easie , p ojec s a e be e able o manage he
complica ed business clima e o oday, which leads o long- e m g ow h and a compe i i e
edge (Lee e al. 2007;Hakka ainen e al. 2006;Ding 2012;Liè e 2019).
5.3.2. P ojec Complexi y and Inno a ion Cul u e
The ho ough li e a u e analysis sugges s ha p ojec complexi y can be a signi ican
enable o ambidex ous inno a ion in p ojec managemen . Al hough complexi y e-
quen ly b ings p oblems, i also gi es unique oppo uni ies o p ojec s o inco po a e
ambidex ous inno a ion. P ojec complexi y is a complex in e ac ion o se e al p ojec -
ela ed elemen s inside he p ojec en i onmen , such as di e en s akeholde dynamics,
echnological complexi ies, and unp edic able ex e nal e ec s. P ojec complexi y can
encou age ambidex ous inno a ion. Teams wo king on complex p ojec s need o use a
di e si ied s a egy o o e come a a ie y o obs acles and unce ain ies. By doing his,
indi iduals and eams de elop a esilien and adap i e a i ude, c ucial o encou aging
ambidex ous inno a ions. Complex p ojec s a e dynamic and equi e cons an lea ning
and explo a ion, which pushes eams o look o no el ways and solu ions (Chand aseka an
and Mish a 2012;Lee-Kelley 2018).
Fu he mo e, a p ojec ’s complexi y equen ly esul s om how i in eg a es a a ie y
o skills and esou ces. This os e s an inno a i e cul u e wi hin p ojec eams by c ea ing
an en i onmen o syn hesizing new ideas. Mo eo e , managing in ica e p ojec s equi es
a balanced s a egy ha simul aneously p io i izes explo a ion and exploi a ion. Teams
mus be skilled a aking ad an age o new oppo uni ies in uncha ed e i o y while
main aining hei cu en expe ise. Thus, he complexi y o a p ojec se es as a es ing
g ound o ambidex ous inno a ion, pushing eams o go beyond con en ional limi s
and adop a comp ehensi e app oach o p ojec managemen . Using p ojec complexi y,
p ojec s may open up no el pa hways o inno a ion, eamwo k, and alue gene a ion,
esul ing in long- e m p ospe i y in a cons an ly changing en i onmen (Meng e al. 2021;
Sumana a hna and Rowlinson 2019;Alhosani and Al Ma i 2020;K ane and K ane 2018).
5.3.3. Lea ning
Based on ou e iew o he li e a u e, lea ning has been iden i ied as a c i ical enable
o ambidex ous inno a ion in p ojec managemen . Fundamen ally, lea ning is he abili y
o people and o ganiza ions o gain new in o ma ion, abili ies, and pe spec i es and use
hem o p omo e ongoing de elopmen and adap a ion. In he con ex o ambidex ous
inno a ion, lea ning is a complex p ocess. Fi s o all, i p o ides a basis o in es iga ion,
allowing p ojec eams o ha e a comp ehensi e g asp o new ends, echnologies, and
ma ke dynamics. By ac i ely expe imen ing and gaining in o ma ion, eams b oaden hei
oolki and echniques, cul i a ing an en i onmen o inqui y and disco e y. Mo eo e ,
lea ning is necessa y o e icien exploi a ion since i helps eams maximize esou ces,
sys ems, and p ocesses ha al eady exis . Th ough cons an e inemen and inc emen al
imp o emen s, i will lead o imp o ed pe o mance and alue gene a ion (Lindskog 2022;
Reischl e al. 2022;He od and Ko ach 2015;Lei e al. 2023).
Adm. Sci. 2024,14, 151 19 o 29
Addi ionally, lea ning se es as a link be ween explo a ion and exploi a ion, making
i easie o sha e bes p ac ices and insigh s ac oss disciplines. Teams ha pa icipa e
in explo a o y ac i i ies p oduce insigh ul in o ma ion and use ul knowledge ha can
be used o imp o e cu en p ocedu es and ope a ions. Simila ly, knowledge ob ained
om exploi a ion ac i i ies may guide subsequen esea ch p ojec s, esul ing in a posi i e
eedback loop ha os e s c ea i i y and lea ning. C ucially, encou aging ambidex ous
beha io in p ojec eams depends on c ea ing a cul u e ha alues lea ning. Employe s
who place a high p io i y on lea ning p o ide hei s a membe s wi h he encou agemen ,
ools, and esou ces hey need o pu sue inno a ion and ongoing g ow h. By nu u ing a
cul u e o expe imen a ion, e lec ion, and knowledge sha ing, o ganiza ions can unleash
he ull po en ial o hei eams and d i e sus ained inno a ion and g ow h (Lindskog 2022;
Reischl e al. 2022;He od and Ko ach 2015;Lei e al. 2023).
5.3.4. Team Dynamics
Based on ou li e a u e e iew esea ch, eam dynamics ha e been iden i ied as a c i i-
cal enable o ambidex ous inno a ion in p ojec managemen . The in ica e connec ions,
communica ion s yles, and collabo a i e p ocedu es ha exis wi hin p ojec eams a e
all a pa o eam dynamics, and hey ha e an impac on how well he eams a e able o
balance explo a ion and exploi a ion ope a ions. Fundamen ally, ambidex ous inno a ion
necessi a es ha p ojec eams unc ion wi hin a dynamic, coope a i e a mosphe e ha
nu u es inno a i eness and p oduc i i y. This balance is made possible by s ong eam
dynamics, which encou age s ong communica ion, mu ual us , and eamwo k among
eam membe s (Che Ib ahim e al. 2017;E iksson e al. 2016;Liu e al. 2012).
Team dynamics ha e a majo ole in enabling ambidex ous inno a ion ia encou -
aging a cul u e o psychological sa e y and isk- aking. Explo a ion and exploi a ion a e
os e ed in a eam a mosphe e when membe s a e ee o oice hei conce ns, expe imen
wi h new ideas, and communica e hei hough s wi hou ea o e alia ion o condemna-
ion. E ec i e eam dynamics also encou age mul idisciplina y coope a ion and a di e si y
o iewpoin s, bo h o which a e c i ical o coming up wi h c ea i e solu ions o chal-
lenging issues. Teams may use he syne gies be ween explo a ion and exploi a ion o
p omo e b eak h ough inno a ion by assembling indi iduals wi h di e se backg ounds,
expe iences, and hough p ocesses (Fo una e al. 2023;Fang e al. 2021;D eesen and
Hansen 2018).
Fu he mo e, e ec i e coo dina ion and in eg a ion o ac i i ies ac oss all s ages o
he inno a ion p ocess a e made possible by s ong eam ela ionships. To maximize he
e ec i eness o hei wo k, eam membe s mus be able o wo k oge he e icien ly o
ansi ion be ween explo a ion and exploi a ion asks h ough de ined oles, esponsibili ies,
and communica ion channels. Fu he mo e, eam dynamics ha e an impac on membe s’
mo i a ion and engagemen , bo h o which a e essen ial o main aining ambidex ous
beha io o e ime. A sense o owne ship and dedica ion o he p ojec ’s success is os e ed
when eam membe s a e uni ed a ound a common goal, encou aged by s ong leade ship,
and acknowledged o hei e o s (Fo una e al. 2023;Fang e al. 2021;D eesen and
Hansen 2018).
5.3.5. O ganiza ion Suppo S uc u e
The p esen e iew also concludes ha he o ganiza ional suppo s uc u e is one
o he mos impo an enable s o ambidex ous inno a ion in p ojec managemen . An
o ganiza ion’s suppo s uc u e consis s o he cul u e, leade ship s yles, and ules wi hin
he p ojec o ganiza ion. P ojec eams need a suppo i e o ganiza ional amewo k o
os e ambidex ous inno a ion. I o e s he in as uc u e and esou ces equi ed o
suppo explo a ion and exploi a ion ac i i ies, including inancial esou ces, access o
echnology, and knowledge o assis inno a ion endea o s and gua an ee he comple ion
o ongoing p ojec s. In addi ion, he suppo i e s uc u e o an o ganiza ion a ec s how
decision-making powe and au onomy a e dis ibu ed ac oss p ojec eams. Gi ing eams
Adm. Sci. 2024,14, 151 20 o 29
he eedom o decide o hemsel es and ake measu ed isks encou ages a sense o
accoun abili y and owne ship, s imula ing inno a ion and c ea i i y a he p ojec le el.
O ganiza ional suppo amewo ks can also make i easie o employees o collabo a e
and sha e expe ise ac oss se e al depa men s. Th ough disman ling o ganiza ional alues
and encou aging c oss- unc ional collabo a ion, p ojec s may use he combined knowledge
and skills o s imula e inno a ion (Be gg en 2019;Solís-Molina e al. 2020;Da ies e al.
2016;Al-Hanshi e al. 2022;Napie e al. 2011;Maniak and Midle 2014).
Finally, leade ship is also essen ial in he suppo sys em o ambidex ous inno a-
ion. Se ing he objec i es and goals o inno a ion, mo i a ing, ad ising, and suppo ing
p ojec eams a e all impo an asks leade s pe o m. Ambidex ous inno a ion is in-
c edibly e ec i ely d i en by ans o ma ional leade s who inspi e ision, empowe hei
employees, and cul i a e an expe imen al cul u e inside hei p ojec s. Fu he mo e, he
o ganiza ional suppo s uc u e shapes he pe o mance measu es and incen i e schemes
ha di ec p ojec eams’ ac ions. Incen i es ha align wi h he objec i es o ambidex ous
inno a ion mo i a e eams o pu long- e m alue c ea ion ahead o immedia e bene i s
and p omo e inno a ion and con inual de elopmen (Tu ne e al. 2014;Lee e al. 2009;
Lo e e al. 2018;Oleksand e al. 2020;Rezania e al. 2019).
5.4. Key Ba ie s
The ambidex ous inno a ion in p ojec managemen also aces mul iple obs acles and
ba ie s. The p esen esea ch has a emp ed o syn hesize he lis o such ba ie s ha ha e
been impeding he p ojec ’s abili y o unde ake he ambidex ous inno a ion. The esul s
a e p esen ed in Table 6.
Table 6. Ba ie s.
S.No Key Ba ie s Desc ip i e Re e ences
1Resou ce Alloca ion
and P io i iza ion
Di icul y in alloca ing
esou ces and p io i izing
be ween explo a ion and
exploi a ion ac i i ies due o
complex decision-making
equi emen s.
(Rezania e al. 2019;
Zhang e al. 2021a;
Alhosani and Al
Ma i 2020)
2P ojec Managemen
Cons ain s
Impac o ime, esou ce, and
scope limi a ions on he
abili y o unde ake
ambidex ous inno a ion
wi hin p ojec managemen .
(Lee-Kelley 2018;
Bu on e al. 2012;
Fang e al. 2021)
3Lack o P ojec
Flexibili y
In lexible p ojec s uc u es
hinde adap a ion o
changing condi ions and
impede he p omo ion o an
inno a i e cul u e.
(Sun e al. 2020;Binci
e al. 2023;D eesen
and Hansen 2018)
5.4.1. Resou ce Alloca ion and P io i iza ion o he Explo a ion and Exploi a ion
One o he key ba ie s ha ha e been syn hesized om he cu en li e a u e discus-
sion is being ca ego ized as bo h esou ce alloca ion owa ds ambidex ous inno a ion
and p io i iza ion o explo a ion e sus exploi a ion ac i i ies in he p ojec s. The s a egic
use o human and inancial esou ces o di e en p ojec s inside a company is a e y
impo an decision ha can de e mine he p ojec ’s success o ailu e. The ask o s iking a
balance be ween exploi a ion, which is concen a ed on maximizing cu en esou ces, and
explo a ion, which en ails explo ing uncha ed e i o y and p omo ing inno a ion, makes
esou ce alloca ion mo e complex. The e o e, a sophis ica ed and inno a i e app oach
o decision-making, whe e he alloca ion o esou ces is in o med by a iables including

Adm. Sci. 2024,14, 151 21 o 29
o ganiza ional compe encies, ma ke dynamics, and s a egic objec i es, is equi ed (Lo e
e al. 2018;Binci e al. 2023;Haide e al. 2023).
In eali y, p io i izing explo a ion e sus exploi a ion and e ec i e esou ce alloca ion
necessi a es a s a egic alignmen be ween o ganiza ion objec i es and p ojec manage-
men ’s immedia e needs. Decision-make s may deploy esou ces wisely by es ablishing
clea c i e ia o assessing p ojec iabili y, which should include elemen s like echnological
easibili y, ma ke po en ial, and alignmen wi h s a egic objec i es. Fu he mo e, p omo -
ing a cul u e ha alues ial and e o , educa ion, and lexibili y is c ucial o p omo ing
c ea i i y and gua an eeing e ec i e use o a ailable esou ces. O ganiza ions may posi ion
hemsel es o lou ish in dynamic se ings while op imizing he alue gene a ed om hei
p ojec managemen endea o s by adop ing a well- ounded app oach o explo a ion and
exploi a ion and pu ing s ong esou ce alloca ion mechanisms in place (Rezania e al.
2019;Zhang e al. 2021a;Alhosani and Al Ma i 2020).
5.4.2. P ojec Managemen Cons ains
The h ee ac o s o ime, esou ces, and scope a e undamen al limi a ions o all p ojec
managemen , and hey also signi ican ly impac he abili y o unde ake ambidex ous
inno a ion. Time es ic ions ha c ea e an ins ance o u gency o ce p ojec manage s
o emphasize e iciency and deli e y speed. Time cons ain s a e commonly exp essed
h ough deadlines and p ojec imelines. The e o e, when i comes o ambidex ous inno-
a ion, ime cons ain s pu limi a ions ha migh make i mo e di icul o explo e new
ideas and expe imen wi h hem. In a simila ein, esou ce cons ain s, which include
inancial, human, and ma e ial esou ces, a e also majo obs acles o he de elopmen o
bo h explo a o y and exploi a i e endea o s. P ojec s may be mo e likely o gi e p io i y
o exploi a ion ac i i ies mean o op imize cu en goods in si ua ions when esou ces a e
limi ed o closely alloca ed. Howe e , explo a o y ac i i ies may be comple ely igno ed in
such si ua ions (Lee-Kelley 2018;Bu on e al. 2012;Fang e al. 2021).
Fu he mo e, scope limi a ions d aw lines a ound he ac i i ies and deli e ables o a
p ojec , which has a signi ican impac on p ojec goals and esou ce alloca ion. Rigidly de-
ined p ojec scopes migh limi op ions o explo a ion, es ic ing c ea i i y and impeding
he disco e y o new en e p ises in he ques o ambidex ous inno a ion. On he o he
hand, la ge p ojec scopes migh pu a bu den on esou ces and hinde p ojec e ec i eness,
making i mo e di icul o he company o success ully s ike a balance be ween explo-
a ion and exploi a ion. A comp ehensi e app oach o p ojec managemen is equi ed o
na iga e hese limi a ions. P ojec o ganiza ions may de elop a cul u e o ambidex ous
inno a ion and o e come con en ional limi a ions by using lexible p ojec managemen
amewo ks, encou aging c oss- unc ional coope a ion, and emb acing i e a i e me hods
o p ojec execu ion (Lee e al. 2009;Tu ne e al. 2013).
5.4.3. Lack o P ojec Flexibili y
One signi ican obs acle impeding he de elopmen o ambidex ous inno a ion inside
p ojec managemen is he lack o p ojec lexibili y. Rigid p ojec s wi h in lexible s uc u es
equen ly ind i di icul o adjus o changes in p ojec goals, scope, o ma ke condi ions.
Such a si ua ion makes i ha de o he p ojec o adjus o changing condi ions. Such a lack
o lexibili y limi s he p ojec o ganiza ion’s abili y o balance explo a ion and exploi a ion
ope a ions simul aneously. Fu he mo e, in lexible p ojec s migh hinde expe imen a ion
and o iginali y, making hem mo e likely o p omo e an inno a i e cul u e. The e o e,
he p ojec mus emb ace agile p ocesses and i e a i e app oaches, which p o ide quick
adap abili y o shi ing needs and ma ke condi ions, in o de o o e come his hu dle.
Flexibili y in p ojec planning and execu ion mus be gi en op p io i y. Thus, p ojec
o ganiza ions may boos hei capaci y o ambidex ous inno a ion and limi he e ec o
p ojec in lexibili y by os e ing a cul u e o esilience and adap a ion among hei p ojec
eams (Sun e al. 2020;Binci e al. 2023;D eesen and Hansen 2018).
Adm. Sci. 2024,14, 151 22 o 29
5.5. Key Impac
The pas li e a u e also sugges s syn hesizing he impac o ambidex e i y a he p ojec
le el. The p esen esea ch has a emp ed o summa ize and syn hesize he hema ic impac
o ambidex e i y. The esul s o he p esen e iew s udy sugges wo key esea ch a eas
o he impac o embedding ambidex e i y a he p ojec le el as shown in he Figu e 8.
These wo esea ch a eas include p ojec pe o mance, bo h ope a ional and inancial
(Alshawabkeh e al. 2020), and inno a ion pe o mance (D eesen and Hansen 2018). The
esul s o he e iew sugges ha mos manage s a emp o inco po a e ambidex e i y a
he p ojec le el due o pe o mance p essu e (Lee-Kelley 2018). Exploi a ion enables hem
o de elop a solu ion ha enhances he pe o mance in he sho e m (Longo and Na duzzo
2017), while explo a ion enables p ojec manage s o secu e he p ojec pe o mance in he
longe e m (Tiwana 2008;He od and Ko ach 2015).
Adm. Sci. 2024, 14, x FOR PEER REVIEW 22 o 30
and adap a ion among hei p ojec eams (Sun e al. 2020; Binci e al. 2023; D eesen and
Hansen 2018).
5.5. Key Impac
The pas li e a u e also sugges s syn hesizing he impac o ambidex e i y a he
p ojec le el. The p esen esea ch has a emp ed o summa ize and syn hesize he
hema ic impac o ambidex e i y. The esul s o he p esen e iew s udy sugges wo key
esea ch a eas o he impac o embedding ambidex e i y a he p ojec le el as shown in
he Figu e 8. These wo esea ch a eas include p ojec pe o mance, bo h ope a ional and
inancial (Alshawabkeh e al. 2020), and inno a ion pe o mance (D eesen and Hansen
2018). The esul s o he e iew sugges ha mos manage s a emp o inco po a e
ambidex e i y a he p ojec le el due o pe o mance p essu e (Lee-Kelley 2018).
Exploi a ion enables hem o de elop a solu ion ha enhances he pe o mance in he
sho e m (Longo and Na duzzo 2017), while explo a ion enables p ojec manage s o
secu e he p ojec pe o mance in he longe e m (Tiwana 2008; He od and Ko ach 2015).
Figu e 8. Key impac s.
5.5.1. P ojec Pe o mance
One o he key effec s o p ojec -le el ambidex e i y is he effec i e managemen o
he p ojec and i s pe o mance based on key me ics such as cos -effec i eness (Ahl änge
e al. 2022), ime adhe ence (Ekamba am e al. 2018), p ojec quali y (Nunes and Ab eu
2020), and s akeholde sa is ac ion. The li e a u e sugges s ha p ojec s a e iden i ying he
a eas o bo h explo a ion and exploi a ion and unde aking decisions o alloca e
esou ces bo h on he eam and inancially (Je e and Alba 2015). Such ac i i y helps
hem o enhance he efficacy and efficiency o p ojec s a a ious le els (Be gg en 2019).
Thus, ambidex e i y imp o es p ojec esul s, s eamlines hei ac i i ies, and e en ually
mee s hei s a egic goals.
5.5.2. Inno a ion Pe o mance
The p esen SLR s udy has e ealed ha ambidex e i y in he p ojec con ibu es
signi ican ly o p ojec inno a ion (Liè e 2019; Bu on e al. 2012; Lee e al. 2007; Ahn e
al. 2006; Sun e al. 2020; Ha e mans e al. 2015; Chen e al. 2017). I can be concluded ha
ambidex e i y is he mos effec i e amewo k o p ojec s o unde ake inno a ion wi hin
p ojec s (Reischl e al. 2022). The p esen SLR s udy has e ealed ha ambidex e i y in he
p ojec has enabled hem o an icipa e and assess he ends, needs, and demands o bo h
clien and ela ed s akeholde s. Such an icipa ion o needs and demand becomes he
d i ing o ce in he p ojec o assemble he eam, collec and analyze he knowledge, and
Figu e 8. Key impac s.
5.5.1. P ojec Pe o mance
One o he key e ec s o p ojec -le el ambidex e i y is he e ec i e managemen o
he p ojec and i s pe o mance based on key me ics such as cos -e ec i eness (Ahl änge
e al. 2022), ime adhe ence (Ekamba am e al. 2018), p ojec quali y (Nunes and Ab eu
2020), and s akeholde sa is ac ion. The li e a u e sugges s ha p ojec s a e iden i ying he
a eas o bo h explo a ion and exploi a ion and unde aking decisions o alloca e esou ces
bo h on he eam and inancially (Je e and Alba 2015). Such ac i i y helps hem o
enhance he e icacy and e iciency o p ojec s a a ious le els (Be gg en 2019). Thus,
ambidex e i y imp o es p ojec esul s, s eamlines hei ac i i ies, and e en ually mee s
hei s a egic goals.
5.5.2. Inno a ion Pe o mance
The p esen SLR s udy has e ealed ha ambidex e i y in he p ojec con ibu es
signi ican ly o p ojec inno a ion (Liè e 2019;Bu on e al. 2012;Lee e al. 2007;Ahn e al.
2006;Sun e al. 2020;Ha e mans e al. 2015;Chen e al. 2017). I can be concluded ha
ambidex e i y is he mos e ec i e amewo k o p ojec s o unde ake inno a ion wi hin
p ojec s (Reischl e al. 2022). The p esen SLR s udy has e ealed ha ambidex e i y in
he p ojec has enabled hem o an icipa e and assess he ends, needs, and demands o
bo h clien and ela ed s akeholde s. Such an icipa ion o needs and demand becomes he
d i ing o ce in he p ojec o assemble he eam, collec and analyze he knowledge, and
es bo h exploi a i e and explo a i e solu ions wi hin he p ojec s (Ding 2012;Che Ib ahim
e al. 2017). I has also been e ealed om he li e a u e ha ambidex e i y imp o es a
p ojec ’s abili y o c ea e inno a i e solu ions and s ay compe i i e in he quickly changing
Adm. Sci. 2024,14, 151 23 o 29
business en i onmen o oday by os e ing a cul u e ha alues expe imen a ion, lea ning,
and adap abili y (Napie e al. 2011;Maniak and Midle 2014).
6. Conclusions and Theo e ical Con ibu ions
The cu en SLR has a emp ed o s udy ambidex e i y a he p ojec le el and o
unde s and i s impac on p ojec pe o mance and inno a i eness. The aspec o inno-
a ion which has eme ged as a esul o he p esen e iew s udy is seemed o be highly
in e es ing. The esul s om he exis ing li e a u e ha e sugges ed ha ambidex e i y, as
o as inno a ion is conce ned, in he p ojec managemen can enhance he pe o mance
o p ojec s (Alshawabkeh e al. 2020;D eesen and Hansen 2018;Lee-Kelley 2018;Longo
and Na duzzo 2017;Liè e 2019). Howe e , i was necessa y o explo e om he cu en
li e a u e he ways in which such pe o mance is enhanced. Ou e iew and analysis ha e
sugges ed ha he p ojec inno a ion aspec seems qui e in e es ing om h ee di e en
pe spec i es as a key ool o enhance he pe o mance.
Fi s , al hough academicians and p ac i ione s ha e emphasized bo h inno a ions in
he p ojec , he e is a lack o an ac ionable amewo k o which he p ojec can eply o
unde ake inno a ion. The p esen e iew esea ch a leas demons a es ha ambidex e i y
can p o ide an ac ionable amewo k o p ojec s o ca y ou inno a ion. Howe e , mo e
esea ch is s ill needed on he aspec in which ambidex e i y can ac i ely be u ilized o
p ojec inno a ion.
Secondly, one key insigh ha has been unco e ed is he heo iza ion o he p ojec
ambidex e i y. The heo iza ion o O’Reilly and Tushman (2008) has p oposed a p ojec
o ganiza ion dynamic capabili y ha seeks o e ec i ely balance and in eg a e he opposing
ye complemen a y ac i i ies o explo a ion and exploi a ion ac i i ies ha help he p ojec
o na iga e he p ojec -le el complexi ies in a way ha allow i o achie e he desi ed
p ojec pe o mance. The p esen esea ch has a emp ed o se heo e ical bounda ies o
p ojec ambidex e i y by speci ically s essing he balancing o explo a o y and exploi a ion
inno a ion pa adoxes. The comp ehensi e heo e ical e iew has e ealed a ichness o he
heo e ical g ounding o he concep o p ojec ambidex e i y. Al hough a measu emen
scale o he p ojec ambidex e i y has no been ound, u u e esea che s a e encou aged o
channel hei e o s owa ds de eloping one in o de o ad ance he empi ical esea ch in
he a ea.
Finally, we ha e a emp ed o build se d i e s and enable s o p ojec -le el ambidex-
e i y. We ha e ound ha c i ical aspec s such as o ganiza ion cul u e, inno a ion ac i i ies,
knowledge managemen , and agili y o p ojec o ganiza ion can play a signi ican ole in
enhancing and achie ing he desi ed le el o ambidex e i y. The p esen SLR concluded
ha p ojec -le el ambidex e i y necessi a es a nuanced unde s anding o hese d i e s and
enable s. The p esen esea ch concludes ha building an adap able o ganiza ional cul u e
is essen ial o de eloping ambidex e i y. Addi ionally, ou s udy highligh s how inno a i e
ac i i ies play a c i ical ole in os e ing he dual na u e o explo a ion and exploi a ion
inside p ojec s, which pa es he way o long- e m compe i i e ad an age. Fu he mo e,
e icien knowledge managemen becomes c ucial in enabling he smoo h exchange o bes
p ac ices and insigh s h oughou p ojec eams. Las ly, p ojec o ganiza ions’ adap abili y
becomes c i ical in na iga ing umul uous wa e s and seizing eme ging possibili ies in a
pe iod ma ked by unpa alleled ins abili y and unp edic abili y. In conclusion, ou esea ch
ad ances he heo e ical knowledge o p ojec -le el ambidex e i y and p o ides p ac i ion-
e s wi h use ul in o ma ion o imp o e hei p ojec managemen skills in a se ing ha is
becoming mo e and mo e dynamic.
This s udy makes impo an heo e ical con ibu ions by b idging he knowledge gap
be ween mul idisciplina y heo ies o ambidex e i y and hei eal-wo ld applica ion in
p ojec managemen . Th ough an o ganized analysis and syn hesis o he cu en li e a-
u e, his esea ch o e s a ho ough heo e ical amewo k ha cla i ies he concep s o
p ojec -le el ambidex e i y. By elucida ing how ambidex ous inno a ion echniques may
be success ully inco po a ed in o p ojec managemen p ac ices, his pa adigm en iches he
Adm. Sci. 2024,14, 151 24 o 29
schola ly con e sa ion. Addi ionally, i p o ides a s ong amewo k o nex empi ical e-
sea ch, gua an eeing ha la e in es iga ions a e based on sound heo e ical p ecep s. This
ad ances he a ea o s udy and gi es a mo e p o ound unde s anding o he mechanisms
unde lying success ul inno a ion and p ojec pe o mance.
7. Fu u e Resea ch Recommenda ions
The p esen s udy has o e ed a ious esea ch ecommenda ions o u u e esea ch
o ad ance he s eam o he esea ch.
•
The p esen esea ch has e ec i ely called o he de elopmen o a measu emen
ins umen ha helps measu e p ojec -le el ambidex e i y based on he enable iden-
i ied in he p esen esea ch. The measu emen ins umen will be p o ided as a
aluable con ibu ion o he li e a u e as i will ad ance empi ical esea ch.
•
Mos o he esea ch on ambidex ous inno a ion in p ojec managemen has been
conduc ed in he wes e n wo ld; he e is a need o esea ch ha conside s he cul u al,
social, and economic con ex o de eloping coun ies such as he Middle Eas .
•
Gi en ha he p esen li e a u e is limi ed o ce ain geo-cul u al aspec s, i is impe a-
i e o expand he cu en li e a u e o inco po a e c oss-cul u al and c oss-indus ial
da a. The e o e, mo e empi ical s udy is needed o ully unde s and how ambidex-
ous inno a ion i s wi hin p ojec managemen . The e o e, u u e esea ch should
look a how cul u al ac o s a ec ambidex ous inno a ion wi hin p ojec eams and
o ganiza ions.
•
Fu he mo e, in es iga ing a ange o businesses will e eal sec o -speci ic obs acles
and p ospec s o ambidex ous inno a ion, he eby o e ing signi ican pe spec i es
on e ining p ojec managemen app oaches in a a ie y o se ings. Resea che s can
iden i y he me hods by which ambidex ous inno a ion a ec s p ojec ou comes
h ough empi ical in es iga ions, p o iding insigh in o elemen s including o gani-
za ional cul u e, eam dynamics, leade ship philosophies, and esou ce alloca ion
echniques.
•
The cul u e bo h a he o ganiza ion and eam le el appea s o be an in e es ing
phenomenon. So, u u e s udies should pu a p io i y on empi ically examining
eam and o ganiza ional cul u e and how hey a ec inno a ion ambidex e i y a he
p ojec le el. This includes longi udinal s udies ha documen he cul u al aspec s,
compa a i e assessmen s be ween di e en indus ies and o ganiza ional sizes, and
mixed-me hod app oaches.
•
Fu he , in o de o de elop obus li e a u e on ambidex ous beha io s in p ojec
managemen , i is impe a i e ha a a ie y o esea ch app oaches be used, such
as g ounded heo y and ac ion esea ch. The e iew has highligh ed ha empi ical
quali a i e esea ch me hods in he phenomena o p ojec ambidex e i y is lacking.
Al hough seconda y da a analysis, ield esea ch, expe imen al in es iga ions, and
su ey ques ionnai es p o ide insigh ul in o ma ion, g ounded heo y and ac ion
esea ch me hodologies ha e dis inc bene i s, especially when i comes o cap u ing
c oss-cul u al and c oss-indus ial se ings. Th ough he in es iga ion and c ea ion o
heo ies based on empi ical e idence, insigh s om he expe iences and iewpoin s o
p ojec manage s may be di ec ly gleaned h ough he use o g ounded heo y. In a
simila ein, ac ion esea ch enables an i e a i e p ocess o inqui y and in e en ion
in eal-wo ld p ojec se ings, allowing he p oduc ion o insigh ul in o ma ion. Re-
sea che s can con ibu e o he p esen li e a u e wi h a mo e nuanced and con ex ually
ele an knowledge o ambidex ous inno a ion in p ojec managemen by inco po a -
ing g ounded heo y and ac ion esea ch wi h o he empi ical me hodologies.
Fu he , an impo an insigh wi h ega d o clus e analysis, which iden i ies impo -
an hemes and gaps in he exis ing li e a u e on ambidex ous inno a ion and p ojec
managemen , also o e s a clea e oad map o u u e esea ch ini ia i es. The need o a
measu ing ool o e alua e p ojec -le el ambidex e i y is highligh ed by he domina ing
clus e on p ojec managemen and pe o mance. Doing so would imp o e empi ical