Do teams need both hands? An analysis of team process ambidexterity and the enabling role of information technology |
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| Institution: | 1. College of Business, Korea Advanced Institute of Science and Technology, 85 Hoegiro, Dongdaemoongu, Seoul, 02455, Republic of Korea;2. School of Industrial Management, Korea University of Technology and Education (KoreaTech), 1600, Chungjeol-ro, Byeongcheon-myeon, Dongnam-gu, Cheonan-si, Chungcheongnam-do, 31253, Republic of Korea;1. Department of Business and Law, University of Calabria, Italy;2. Department of Economics and Statistics, University of Naples Federico II, Italy;1. Department of Energy, Systems, Territory and Construction Engineering, University of Pisa, Largo Lucio Lazzarino, 1, 56122 Pisa, Italy;2. Department of Enterprise Engineering, University of Rome Tor Vergata, Via Orazio Raimondo, 00173, Rome, Italy;1. Room 1103, Bldg 24, ANU College of Business and Economics, Copland Building 24, The Australian National University, ACT, 2601, Australia;2. Dean, College of Business, Zayed University, Abu Dhabi, Khalifa City, FF1-2-051, United Arab Emirates;3. Chair of Marketing and Entrepreneurship, College of Business, Zayed University, Abu Dhabi, Khalifa City, FF1-2-049, United Arab Emirates;1. Department of Industrial Systems and Engineering, Indian Institute of Technology-Kharagpur, Kharagpur, 721302, India;2. Reliability Engineering Centre, Indian Institute of Technology-Kharagpur, Kharagpur 721302, India;1. Programa de Pós-Graduação em Informática, Universidade Federal do Rio de Janeiro, Av. Athos da Silveira Ramos, 274 – Bl. E – CCMN/NCE, 21.941-590, Cidade Universitária, Rio de Janeiro, RJ, Brazil;2. Departamento de Ciência da Computação, Universidade Federal do Rio de Janeiro, Av. Athos da Silveira Ramos, 274 – Bl. E – Room 1038 (NCE), 21.941-916, Cidade Universitária, Rio de Janeiro, RJ, Brazil |
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| Abstract: | As a core organizational resource, business processes are vital for organizational teams. To deal with today’s volatile business environment, organizations need to be ambidextrous in terms of process capabilities. However, little is known about how process ambidexterity, process standardization, and process agility, are enabled by information technology (IT) and related to team-level activities. To fill this gap in the literature, we conducted a field study based on 160 teams of 1081 individuals from seven companies in South Korea. Our results show that IT enables both process standardization and agility, and that a team’s process ambidexterity has a positive effect on inter-team coordination and team innovation, which in turn have a direct impact on team performance. Our findings highlight the importance of process ambidexterity by investigating the enabling role of IT and its outcomes in a team. Our results offer theoretical and practical implications from the perspective of team process ambidexterity. |
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| Keywords: | Process ambidexterity Process agility Process standardization Inter-team coordination Team innovation IT support |
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