A platform-based approach to ambidexterity for innovation: An empirical investigation in the public sector |
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| Institution: | 1. Department of Information Technology and Decision Sciences, Old Dominion University, 5115 Hampton Blvd., Norfolk, VA 23529, USA;2. Georgia State University, 35 Broad Street, Atlanta, GA 30303, USA;3. Department of Computer Information Systems, Georgia State University, 35 Broad Street, Atlanta, GA 30303, USA;4. Paul H. Chook Department of Information Systems and Statistics, Zicklin School of Business, Baruch College, City University of New York, One Bernard Baruch Way, New York, NY 10010, USA;5. Management Information Systems, School of Management, SUNY – Binghamton, Binghamton, NY 13902, USA;1. School of Management, University of Science and Technology of China, #96 JinZhai Road, Baohe District, Hefei, Anhui 230026, PR China;2. School of Management, International Institute of Finance, University of Science and Technology of China, #96 JinZhai Road, Baohe District, Hefei, Anhui 230026, PR China;3. School of Economics, Hefei University of Technology, #485 Danxia Road, Hefei, Anhui 230601, PR China;1. Macquarie University, 3 Management Drive, NSW 2109, Australia;2. University of Economics, The University of Danang, 71 Ngu Hanh Son Street, Danang 550000, Viet Nam;3. Hisense, 17 Donghaixi Road, Qingdao 266071, China;4. University of Bradford, Richmond Rd, Bradford BD7 1DP, United Kingdom;5. University of Otago, 60 Clyde Street, Dunedin 9016, New Zealand;6. University of Tasmania, 1 Newnham Drive, TAS 7248, Australia;1. Decision Sciences and Information Systems, Indian Institute of Management, Nagpur, India;2. Organizational Behaviour and Human Resource Management, Indian Institute of Management, Bangalore, India;3. Research School of Management, College of Business and Economics, The Australian National University, Canberra, Australia;1. Information Systems and Supply Chain Management, University of North Carolina Greensboro, Greensboro, United States;2. Information Technology and Decision Sciences, University of North Texas, Denton, United States;3. University of KwaZulu-Natal, Durban, South Africa;4. NOVA Information Management School, Universidade NOVA de Lisboa, Lisbon, Portugal;1. XLRI Jamshedpur, India;2. IMT Ghaziabad, India;3. IIM Shillong, India |
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| Abstract: | Innovation in the public sector plays an important role in improving the quality of public services and addressing economic and societal challenges. Most of the previous research on innovations has focused on the private sector. How organizations may achieve ambidexterity for innovations in the public sector characterized by unique constraints has been largely underexplored. Platforms have emerged as key components in organizations’ approaches to innovation. Using an empirical study in a public sector organization, this study identifies a platform-based approach that can be used to achieve ambidexterity in balancing exploitative and exploratory innovations in the public sector. Organizations facing constraints pertaining to structure, risk, and value may benefit from considering their product/service development, process management, and value formulation through this approach. This study also identifies practices in platform development, appropriation, and control that contributed to the success of the platform-based approach. |
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| Keywords: | Ambidexterity Innovation Platform Case study Public sector |
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