1,250
Views
5
CrossRef citations to date
0
Altmetric
Regular Issue Research Article

Control-style ambidexterity and information systems project performance: an expanded view of control activities

ORCID Icon, ORCID Icon, ORCID Icon & ORCID Icon
Pages 462-484 | Received 13 Mar 2020, Accepted 31 Aug 2021, Published online: 17 Sep 2021

References

  • Ajamieh, A., Benitez, J., Braojos, J., & Gelhard, C. (2016). IT infrastructure and competitive aggressiveness in explaining and predicting performance. Journal of Business Research, 69(10), 4667–4674. https://doi.org/10.1016/j.jbusres.2016.03.056
  • Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717. https://doi.org/10.1287/orsc.1080.0406
  • Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396–402. https://doi.org/10.1177/002224377701400320
  • Becker, J.-M., Klein, K., & Wetzels, M. (2012). Hierarchical latent variable models in PLS-SEM: Guidelines for using reflective-formative type models. Long Range Planning, 45(5–6), 359–394. https://doi.org/10.1016/j.lrp.2012.10.001
  • Benitez, J., Castillo, A., Llorens, J., & Braojos, J. (2017). IT-enabled knowledge ambidexterity and innovation performance in small US firms: The moderator role of social media capability. Information & Management, 55(1), 131–143. https://doi.org/10.1016/j.im.2017.09.004
  • Benitez, J., Henseler, J., Castillo, A., & Schuberth, F. (2020). How to perform and report an impactful analysis using partial least squares: Guidelines for confirmatory and explanatory IS research. Information & Management, 57(2), 103–116. https://doi.org/10.1016/j.im.2019.05.003
  • Benitez, J., Ray, G., & Henseler, J. (2018). Impact of information technology infrastructure flexibility on mergers and acquisitions. MIS Quarterly, 42(1), 25–43. https://doi.org/10.25300/MISQ/2018/13245
  • Braojos, J., Benitez, J., & Llorens, J. (2018). How do social commerce-IT capabilities influence firm performance? Theory and empirical evidence. Information & Management, 56(2), 155–171. https://doi.org/10.1016/j.im.2018.04.006
  • Cable, D. M., & Judge, T. A. (2003). Managers’ upward influence tactic strategies: The role of manager personality and supervisor leadership style. Journal of Organizational Behavior, 24(2), 197–214. https://doi.org/10.1002/job.183
  • Campion, M.A., Medsker, G.J., & Higgs, A.C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46(4), 823-850. https://doi.org/10.1111/j.1744-6570.1993.tb01571.x
  • Carte, T.A, & Russell, C.J. (2003). In pursuit of moderation: Nine common errors and their solutions. MIS Quarterly, 27(3), 479–501. https://doi.org/10.2307/30036541.
  • Chandrasekaran, A., Linderman, K., & Schroeder, R. (2012). Antecedents to ambidexterity competency in high technology organizations. Journal of Operations Management, 30(1), 134–151. https://doi.org/10.1016/j.jom.2011.10.002
  • Chin, W. W. (2010). How to write up and report PLS analyses. In W. C. V. Esposito, J. Henseler, & H. Wang (Eds.), Handbook of partial least squares: Concepts, methods and applications (pp. 655–690). Springer.
  • Choudhury, V., & Sabherwal, R. (2003). Portfolios of control in outsourced software development projects. Information Systems Research, 14(3), 291–314. https://doi.org/10.1287/isre.14.3.291.16563
  • Chua, C., Lim, W., Soh, C., & Sia, S. (2012). Enacting clan control in complex IT projects: A social capital perspective. MIS Quarterly, 36(2), 577–600. https://doi.org/10.2307/41703468
  • Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Erlbaum, Hillsdale.
  • Conboy, K. (2009). Agility from first principles: Reconstructing the concept of agility in information systems development. Information Systems Research, 20(3), 329–354. https://doi.org/10.1287/isre.1090.0236
  • Correani, A., De Massis, A., Frattini, F., Petruzzelli, A. M., & Natalicchio, A. (2020). Implementing a digital strategy: Learning from the experience of three digital transformation projects. California Management Review, 62(4), 37–56. https://doi.org/10.1177/0008125620934864
  • Crick, D., & Spence, M. (2005). The internationalisation of ‘high performing’ UK high-tech SMEs: A study of planned and unplanned strategies. International Business Review, 14(2), 167–185. https://doi.org/10.1016/j.ibusrev.2004.04.007
  • Duncan, R. (1976). The ambidextrous organization: Designing dual structures for innovation. The Management of Organization, 1, 167–188.
  • Economist Intelligence Unit. (2009). A new ranking of the world’s most innovative countries. Retrieved March 2, 2020, from http://graphics.eiu.com/PDF/Cisco_Innovation_Complete.pdf
  • Edwards, J. R. (2001). Multidimensional constructs in organizational behavior research: An integrative analytical framework. Organizational Research Methods, 4(2), 144–192. https://doi.org/10.1177/109442810142004
  • Fassott, G., Henseler, J., & Coelho, P. S. (2016). Testing moderating effects in PLS path models with composite variables. Industrial Management & Data Systems, 116(9), 1887–1900. https://doi.org/10.1108/IMDS-06-2016-0248
  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
  • Gartner. (2021) Gartner forecasts worldwide IT spending to reach $4 trillion in 2021. https://www.gartner.com/en/newsroom/press-releases/2021-04-07-gartner-forecasts-worldwide-it-spending-to-reach-4-trillion-in-2021.
  • Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. https://doi.org/10.2307/20159573
  • Gopal, A., & Gosain, S. (2010). The role of organizational controls and boundary spanning in software development outsourcing: Implications for project performance. Information Systems Research, 21(4), 960–982. https://doi.org/10.1287/isre.1080.0205
  • Gregory, R., Beck, R., & Keil, M. (2013). Control balancing in information systems development offshoring projects. MIS Quarterly, 37(4), 1211–1232. https://doi.org/10.25300/MISQ/2013/37.4.10
  • Gregory, R., Kaganer, E., Henfridsson, O., & Ruch, T. (2018). IT consumerization and the transformation of IT governance. MIS Quarterly, 42(4), 1225–1253. https://doi.org/10.25300/MISQ/2018/13703
  • Gregory, R., & Keil, M. (2014). Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects. European Journal of Information Systems, 23(3), 343–356. https://doi.org/10.1057/ejis.2013.3
  • Gregory, R., Keil, M., Muntermann, J., & Mähring, M. (2015). Paradoxes and the nature of ambidexterity in IT transformation programs. Information Systems Research, 26(1), 57–80. https://doi.org/10.1287/isre.2014.0554
  • Gruber, M., Heinemann, F., Brettel, M., & Hungeling, S. (2010). Configurations of resources and capabilities and their performance implications: An exploratory study on technology ventures. Strategic Management Journal, 31(12), 1337–1356. https://doi.org/10.1002/smj.865
  • Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). Sage.
  • Hair, J. F., Sarstedt, M., Ringle, C. M., & Gudergan, S. P. (2018). Advanced issues in partial least squares structural equation modeling. Sage.
  • Henfridsson, O., & Bygstad, B. (2013). The generative mechanisms of digital infrastructure evolution. MIS Quarterly, 37(3), 896–931. https://doi.org/10.25300/MISQ/2013/37.3.11
  • Henseler, J., & Dijkstra, T. (2015). ADANCO 2.0. 1 professional for windows: Composite modeling. http://www.composite-modeling.com.
  • Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., Straub, D. W., Ketchen, D. J., Hair, J. F., Hult, G. T. M., & Calantone, R. J. (2014). Common beliefs and reality about PLS: Comments on Rönkkö and Evermann (2013). Organizational Research Methods, 17(2), 182–209. https://doi.org/10.1177/1094428114526928
  • Henseler, J., Hubona, G., & Ray, P. A. (2016). Using PLS path modeling in new technology research: Updated guidelines. Industrial Management & Data Systems, 116(1), 2–20. https://doi.org/10.1108/IMDS-09-2015-0382
  • Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modelling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8
  • Heumann, J., Wiener, M., Remus, U., & Mähring, M. (2015). To coerce or to enable? Exercising formal control in a large information systems project. Journal of Information Technology, 30(4), 337–351. https://doi.org/10.1057/jit.2014.11
  • Jaccard, J., & Turrisi, R. (2003). Interaction effects in multiple regression (2nd ed.). Sage.
  • Keil, M., Rai, A., & Liu, S. (2013). How user risk and requirements risk moderate the effects of formal and informal control on the process performance of IT projects. European Journal of Information Systems, 22(6), 650–672. https://doi.org/10.1057/ejis.2012.42
  • Kirsch, L. (1996). The management of complex tasks in organizations: Controlling the systems development process. Organization Science, 7(1), 1–21. https://doi.org/10.1287/orsc.7.1.1
  • Kirsch, L. (1997). Portfolios of control modes and IS project management. Information Systems Research, 8(3), 215–239. https://doi.org/10.1287/isre.8.3.215
  • Kirsch, L., Sambamurthy, V., Ko, D.-G., & Purvis, R. L. (2002). Controlling information systems development projects: The view from the client. Management Science, 48(4), 484–498. https://doi.org/10.1287/mnsc.48.4.484.204
  • Kreutzer, M., Cardinal, L., Walter, J., & Lechner, C. (2016). Formal and informal control as complement or substitute? The role of the task environment. Strategy Science, 1(4), 235–255. https://doi.org/10.1287/stsc.2016.0019
  • Lanzolla, G., Lorenz, A., Miron-Spektor, E., Schilling, M., Solinas, G., & Tucci, C. (2018). Digital transformation: What is new if anything? Academy of Management Discoveries, 4(3), 378–387. doi:https://doi.org/10.5465/amd.2018.0103
  • Lee, O., Sambamurthy, V., Lim, K., & Wei, K. (2015). How does IT ambidexterity impact organizational agility? Information Systems Research, 26(2), 398–417. https://doi.org/10.1287/isre.2015.0577
  • Lewis, M. W., Welsh, M. A., Dehler, G. E., & Green, S. G. (2002). Product development tensions: Exploring contrasting styles of project management. Academy of Management Journal, 45(3), 546–564. doi:10.2307/3069380
  • Liu, G. W., & Chua, C. H. (2020). The reinforcing effects of formal control enactment in complex IT projects. Journal of the Association for Information Systems, 21(2), 312–340. doi:10.17705/1jais.00603
  • Liu, J. Y. C., Chen, H. H. G., Jiang, J. J., and Klein, G. (2010). Task completion competency and project management performance: The influence of control and user contribution. International Journal of Project Management, 28(3), 220-227. https://doi.org/10.1016/j.ijproman.2009.05.006
  • Liu, S. (2015). Effects of control on the performance of information systems projects: The moderating role of complexity risk. Journal of Operations Management, 36(1), 46–62. https://doi.org/10.1016/j.jom.2015.03.003
  • Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to-medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646–672. https://doi.org/10.1177/0149206306290712
  • MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. MIS Quarterly, 35(2), 293–334. https://doi.org/10.2307/23044045
  • Mähring, M., Wiener, M., & Remus, U. (2018). Getting the control across: Control transmission in information systems offshoring projects. Information Systems Journal, 28(4), 708–728. https://doi.org/10.1111/isj.12155
  • Marsh, H. W., Hau, K.-T., Wen, Z., Nagengast, B., & Morin, A. J. S. (2013). Moderation. In T. D. Little (Ed.), The oxford handbook of quantitative methods in psychology – Volume 2: Statistical analysis (pp. 361–386). Oxford University Press.
  • Martin, R. L. (2009). The opposable mind: How successful leaders win through integrative thinking. Harvard Business Press.
  • Mom, T. J., Van Den Bosch, F. A., & Volberda, H. W. (2009). Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812–828. https://doi.org/10.1287/orsc.1090.0427
  • O’Reilly, C., & Tushman, M. (2004). The ambidextrous organisation. Harvard Business Review, 82(4), 74–83. http://www.iot.ntnu.no/innovation/norsi-pims-courses/tushman/O%C3%86Reilly%20&%20Tushman%20(2004).pdf
  • O’Reilly, C., & Tushman, M. (2013). Organizational ambidexterity: Past, present and future. The Academy of Management Perspectives, 27(4), 324–338. https://doi.org/10.5465/amp.2013.0025
  • Oke, A., Burke, G., & Myers, A. (2007). Innovation types and performance in growing UK SMEs. International Journal of Operations & Production Management, 27(7), 735–753. https://doi.org/10.1108/01443570710756974
  • Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833–848. https://doi.org/10.1287/mnsc.25.9.833
  • Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833–848. https://doi.org/10.1287/mnsc.25.9.833
  • Pavlou, P., & El Sawy, O. (2006). From IT leveraging competence to competitive advantage in turbulent environments: The case of new product development. Information Systems Research, 17(3), 198–227. https://doi.org/10.1287/isre.1060.0094
  • Petter, S., Straub, D., & Rai, A. (2007). Specifying formative constructs in information systems research. MIS Quarterly, 31(4), 623–656. https://doi.org/10.2307/25148814
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879. https://doi.org/10.1037/0021-9010.88.5.879
  • Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544. https://doi.org/10.1177/014920638601200408
  • Rai, A., Maruping, L. M., & Venkatesh, V. (2009). Offshore information systems project success: The role of social embeddedness and cultural characteristics. MIS Quarterly, 33(3), 617–641. https://doi.org/10.2307/20650313
  • Remus, U., Wiener, M., Saunders, C., & Mähring, M. (2020). The impact of control styles and control modes on individual-level outcomes: A first test of the integrated IS project control theory. European Journal of Information Systems, in Press 29, 134–152. https://doi.org/10.1080/0960085X.2020.1718008
  • Rigdon, E. E., Becker, J.-M., Rai, A., Ringle, C. M., Diamantopoulos, A., Karahanna, E., Straub, D. W., & Dijkstra, T. K. (2014). Conflating antecedents and formative indicators: A comment on Aguirre-Urreta and Marakas. Information Systems Research, 25(4), 780–784. https://doi.org/10.1287/isre.2014.0543
  • Ringle, C. M., Sarstedt, M., & Straub, D. W. (2012). A critical look at the use of PLS-SEM in MIS Quarterly. MIS Quarterly, 36(1), iii–xiv. https://doi.org/10.2307/41410402
  • Robey, D., Ross, J. W., & Boudreau, MC. (2002). Learning to implement enterprise systems: An exploratory study of the dialectics of change. Journal of Management Information Systems, 19 (1), 17–46. doi:10.1080/07421222.2002.11045713
  • Rogan, M., & Mors, M. L. (2014). A network perspective on individual-level ambidexterity in organizations. Organization Science, 25(6), 1860–1877. https://doi.org/10.1287/orsc.2014.0901
  • Ronkko, M., & Ylitalo, J. (2011). PLS marker variable approach to diagnosing and controlling for method variance. Proceedings of the 32nd International Conference on Information Systems. Shanghai, China, (pp. 1–16). https://aisel.aisnet.org/icis2011/proceedings/researchmethods/8/
  • Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22(5), 956–974. https://doi.org/10.1016/j.leaqua.2011.07.014
  • Rustagi, S., King, W., & Kirsch, L. (2008). Predictors of formal control usage in IT outsourcing partnerships. Information Systems Research, 19(2), 126–143. https://doi.org/10.1287/isre.1080.0169
  • Schriesheim, C., & Kerr, S. (1974). Psychometric properties of the Ohio State leadership scales. Psychological Bulletin, 81(11), 756–765. https://doi.org/10.1037/h0037277
  • Schuberth, F., Henseler, J., & Dijkstra, T. K. (2018). Confirmatory composite analysis. Frontiers in Psychology, 9, 1–14. https://doi.org/10.3389/fpsyg.2018.02541
  • Siemsen, E., Roth, A., & Oliveira, P. (2010). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13(3), 456–476. https://doi.org/10.1177/1094428109351241
  • Simic, J., Ristic, M. R., Milosevic, T. K., & Ristic, D. (2017). The relationship between personality traits and managers’ leadership styles. European Journal of Social Science Education and Research, 4(6), 194–199. https://doi.org/10.26417/ejser.v11i2.p194-199
  • Singh, A., & Hess, T. (2017). How chief digital officers promote the digital transformation of their companies. MIS Quarterly Executive, 16(1), Article 5. https://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=15401960&AN=121491404&h=9cCULA5r1AnzrmbmGdpvUD9ZfGi1wNmz%2fYWVJxjPX9wNZlSg9wn7O9JFPVjzvG8yKmehOru2RGnpIY6jnALWmA%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d15401960%26AN%3d121491404
  • Sitkin, S. B., Cardinal, L. B., & Bijlsma-Frankema, K. M. (2010). Organizational Control. Cambridge University Press.
  • Syed, T. A., Blome, C., & Papadopoulos, T. (2020a). Impact of IT ambidexterity on new product development speed: Theory and empirical evidence. Decision Sciences, 51(3), 655–690. https://doi.org/10.1111/deci.12399
  • Syed, T. A., Blome, C., & Papadopoulos, T. (2020b). Resolving paradoxes in IT success through IT ambidexterity: The moderating role of uncertain environments. Information & Management, 57(6), 1–14. https://doi.org/10.1016/j.im.2020.103345
  • Tiwana, A. (2010). Systems development ambidexterity: Explaining the complementary and substitutive roles of formal and informal controls. Journal of Management Information Systems, 27(2), 87–126. https://doi.org/10.2753/MIS0742-1222270203
  • Tiwana, A., & Keil, M. (2009). Control in internal and outsourced software projects. Journal of Management Information Systems, 26(3), 9–44. https://doi.org/10.2753/MIS0742-1222260301
  • Tsai, K.-H., & Yang, S.-Y. (2013). Firm innovativeness and business performance: The joint moderating effects of market turbulence and competition. Industrial Marketing Management, 42(8), 1279–1294. https://doi.org/10.1016/j.indmarman.2013.06.001
  • Tushman, M. L., & O’Reilly, C. A. (1996). The ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–30. https://doi.org/10.2307/41165852
  • Van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58(1), 515–541. https://doi.org/10.1146/annurev.psych.58.110405.085546
  • Wallace, L., Keil, M., & Rai, A. (2004). Understanding software project risk: A cluster analysis. Information & Management, 42(1), 115–125. https://doi.org/10.1016/j.im.2003.12.007
  • Wiener, M., Cram, A., & Remus, U. (2017) The view from the top – How senior executives exercise control over information systems projects to enhance performance. In Proceedings of the 25th European Conference on Information Systems (ECIS), Guimaraes, Portugal. https://aisel.aisnet.org/ecis2017_rp/92/
  • Wiener, M., Mahring, M., Remus, U., & Saunders, C. (2016). Control configuration and control enactment in information systems projects: Review and expanded theoretical framework. MIS Quarterly, 40(3), 741–774. https://doi.org/10.25300/MISQ/2016/40.3.11
  • Wiener, M., Mähring, M., Remus, U., Saunders, C., & Cram, W. A. (2019). Moving IS project control research into the digital era: The “Why” of control and the concept of control purpose. Information Systems Research, 30(4), 1387–1401. https://doi.org/10.1287/isre.2019.0867
  • Wiener, M., Remus, U., Heumann, J., & Mähring, M. (2015). The effective promotion of informal control in information systems offshoring projects. European Journal of Information Systems, 24(6), 569–587. https://doi.org/10.1057/ejis.2014.16
  • Wiener, M., Remus, U., & Mähring, M. (2012). Do formal controls enhance the effects of informal controls on IS offshoring project performance? In The proceedings of European Conference on Information Systems Barcelona, Spain. https://aisel.aisnet.org/ecis2012/55/

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.