00747nas a2200277   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001800182653001700200653001600217653002800233653002600261653001500287653003300302653001600335653003100351653000800382653001000390653001400400100001800414856003700432       2017                        eng d  a1927-032100aEditorial: Insights (March 2017)0 aEditorial Insights March 2017  aOttawabTalent First Networkc03/2017  a3-30 v710acollaboration10aexploitation10aexploration10ahybrid entrepreneurship10ainnovation ecosystems10ainsourcing10aorganizational ambidexterity10aoutsourcing10apart-time entrepreneurship10aR&D10aroles10asuppliers1 aMcPhee, Chris  uhttp://timreview.ca/article/105902213nas a2200241   4500008004100000022001400041245007800055210006900133260004200202300000900244490000600253520148800259653001701747653001401764653002701778653002901805653001701834653001601851653002801867100001601895700002301911856003701934       2017                        eng d  a1927-032100aOpening the Black Box of Ambidexterity: Three Product Development Stories0 aOpening the Black Box of Ambidexterity Three Product Development  aOttawabTalent First Networkc03/2017  a4-110 v73 aOrganizational ambidexterity, which can be roughly defined as the ability for organizations to combine old and new ways of doing things to meet organizational objectives, has drawn considerable attention in the management literature in recent years. Authors distinguish clearly between structural ambidexterity, which implies that ambidextrous organizations are firms in which groups of people concentrate on traditional business or ways of doing things while others explore new avenues, and contextual ambidexterity, which characterizes companies where any individual can be ambidextrous. Our research is positioned in the contextual ambidexterity perspective. In this article, we apply the typology of four ambidextrous behaviours developed by Birkinshaw and Gibson (2004) to increase our understanding of the process whereby organizational actors are able to build on existing capabilities or business processes while developing new ones. Our results indicate that at least three of the ambidextrous behaviours proposed by Birkinshaw and Gibson (2004) (initiator, broker, and multitasker) are helpful to understand how new product development team members rely on proven approaches while simultaneously introducing new ones to successfully overcome daily challenges. Practitioners should be encouraged to become familiar with the concept of ambidexterity, to recognize when and how the successful combination of old and new ways of doing happens, and to promote these occurrences.10aadaptability10aalignment10aambidextrous behaviour10acontextual ambidexterity10aexploitation10aexploration10anew product development1 aFiset, John1 aDostaler, Isabelle  uhttp://timreview.ca/article/106001708nas a2200289   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520086900285653001801154653002101172653001501193653001201208653001701220653001601237653001801253653001501271653001801286653001501304100002201319700002201341700001901363856003601382       2015                        eng d  a1927-032100aEstablishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adrià and elBulli0 aEstablishing New Codes for Creativity through Haute Cuisine The   aOttawabTalent First Networkc07/2015  a25-330 v53 aFerran Adrià is one of the most recognized chefs in the world. His restaurant, elBulli, was awarded five times the title of the Best Restaurant in the World. Through an analysis of the last 30 years of the creative journey of elBulli, this contribution highlights that Adrià and his team of chefs succeeded in articulating two different processes: i) a process of creativity that aimed at defining a new “school” of high cuisine and ii) a process of innovation that was expressed by the new gastronomic experiences offered to the (happy few) customers of the restaurant until its closure in 2011. A careful examination of the coupling and decoupling of these two processes shows how they fueled each other, and how the management of the organization (through a specific type of ambidexterity) was conducive to the adequate articulation of the two processes. 10aambidexterity10acreative process10acreativity10aelBulli10aexploitation10aexploration10aFerran Adrià10agastronomy10ahaute cuisine10ainnovation1 aCapdevila, Ignasi1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/91102169nas a2200205   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520153800290653001801828653001701846653001601863653001501879653001301894100002001907856003601927       2014                        eng d  a1927-032100aAmbidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation0 aAmbidextrous Strategies and Innovation Priorities Adequately Pri  aOttawabTalent First Networkc07/2014  a44-510 v43 aThe dynamic and unpredictable nature of the market has caused many organizations within rapidly changing industries to fail. These failures are, in part, due to a lack of continual and balanced innovation that firms should aim to achieve. That is, although firms may succeed at either refining existing competencies for incremental innovations or exploring new opportunities for radical innovations, many firms have experienced great difficulty in simultaneously pursuing and realizing success in both areas. This innovation imbalance arises when firms stick to traditional strategic notions of competition in fast-moving industries; these firms have not realized that the ability to compete in current and new markets begins with the strategies and priorities that are responsible for the very nature of innovation capabilities. The purpose of this study is to offer a reconceptualization of notions related to organizational strategy that are responsible for driving innovation capabilities. Specifically, this study develops a continual innovation framework that illustrates the impact ambidextrous strategies and priorities have on the firm’s ambidextrous innovation capability. It offers a modified concept of ambidexterity (i.e., exploration, exploitation, coordination) to reconceptualize business, marketing, and information systems strategies as ambidextrous strategy constructs. The article also discusses the relationships between constructs and the implications of this reconceptualization for researchers and managers.10aambidexterity10aexploitation10aexploration10ainnovation10astrategy1 aScott, Nehemiah  uhttp://timreview.ca/article/81202162nas a2200217   4500008004100000022001400041245005500055210005500110260004200165300001000207490000600217520155000223653001701773653001601790653001601806653002201822653002601844100002001870700001801890856003601908       2012                        eng d  a1927-032100aEnabling Process Alignment for IT Entrepreneurship0 aEnabling Process Alignment for IT Entrepreneurship  aOttawabTalent First Networkc11/2012  a13-200 v23 aAll firms use information technology (IT). Larger firms have IT organizations whose business function is to supply and manage IT infrastructure and applications to support the firm's business objectives. Regardless of whether the IT function has been outsourced or is resident within a firm, the objectives of the IT organization must be aligned to the strategic needs of the business.

It is often a challenge to balance the demand for IT against the available supply within the firm. Most IT organizations have little capacity to carry out activities that go beyond the incremental ones that are needed to run the immediate needs of the business. A process-ambidexterity framework for IT improves the IT organization's entrepreneurial ability, which in turn, better aligns the IT function with the business functions in the firm.

Process ambidexterity utilizes both process alignment and process adaptability. This article presents a framework for process alignment in IT. This is useful for understanding how the processes in Business Demand Management, a core component of the process-ambidexterity framework for IT, relate to those in IT Governance and IT Supply Chain Management. The framework is presented through three lenses (governance, business, and technology) along with real-world examples from major firms in the USA. Enabling process alignment in the IT function, and process ambidexterity overall, benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.10aexploitation10aexploration10aIT function10aprocess alignment10aprocess ambidexterity1 aRenaud, Paul, E1 aBot, Sonia, D  uhttp://timreview.ca/article/62602023nas a2200229   4500008004100000022001400041245004800055210004800103260004200151300001000193490000600203520139300209653001701602653001601619653001601635653002501651653002601676653001701702100002001719700001801739856003601757       2012                        eng d  a1927-032100aProcess Adaptability in the IT Supply Chain0 aProcess Adaptability in the IT Supply Chain  aOttawabTalent First Networkc11/2012  a33-400 v23 aThe continuous pressure to minimize IT costs challenges the IT function to achieve a balance between its own effectiveness and the productivity of the users in the business functions that it serves (i.e., user effectiveness). In many cases, user effectiveness is sacrificed to ensure IT function effectiveness. Process adaptability improves the IT organization’s entrepreneurial ability by balancing these conflicting productivity and performance objectives.

This article applies a process-ambidexterity framework to examine how process adaptability in IT is affected by the choice of different strategies for IT Demand Management as well as different fulfillment strategies for IT Supply Chain Management. Alternative fulfillment strategies are presented, along with criteria and indicators that impact IT and user effectiveness that have been applied within major firms. 

IT and senior business executives will find this article valuable for helping understand how they can influence the balance between IT and user productivity through their choice of different Demand Management and IT fulfillment strategies. Academic readers will discover that, while process adaptability in IT is an important enabler for implementing dynamic alignment between business and IT function objectives, there may be circumstances where IT process adaptability is not a priority for the business.10aexploitation10aexploration10aIT function10aprocess adaptability10aprocess ambidexterity10asupply chain1 aRenaud, Paul, E1 aBot, Sonia, D  uhttp://timreview.ca/article/62702021nas a2200217   4500008004100000022001400041245005200055210005200107260001200159300001000171490000600181520141900187653002401606653001701630653001601647653002801663653002601691653003201717100001801749856003601767       2012                        eng d  a1927-032100aProcess Ambidexterity for Entrepreneurial Firms0 aProcess Ambidexterity for Entrepreneurial Firms  c04/2012  a21-270 v23 aTechnology-based entrepreneurial firms must effectively support both mainstream exploitation and new-stream exploration in order to remain competitive for the long term. The processes that support exploitation and exploration initiatives are different in terms of logistics, payoff horizons, and capabilities. Few firms are able to strike a balance between the two, where mainstream exploitation usually trumps new-stream exploration. The ultimate goal is for the firm to operate effectively in a repeatable, scalable, and systematic manner, rather than relying on good luck and hoping either to come up with the next innovation or for the product to function according to its requirements. 

This article builds on the author’s years of experience in building businesses and transforming medium and large-sized, entrepreneurial technology firms, leading large-scale breakthrough and sustained performance improvements by using and evolving Lean Six Sigma methodologies, and reviews of technology innovation management and entrepreneurship literature. This article provides a process-based perspective to understanding and addressing the issues on balancing mainstream exploitation and new-stream exploration in medium and large-sized entrepreneurial firms and extending it to startups. The resulting capability is known as process ambidexterity and requires disciplined, agile, and lean business management.
10abusiness management10aexploitation10aexploration10aperformance improvement10aprocess ambidexterity10atechnology entrepreneurship1 aBot, Sonia, D  uhttp://timreview.ca/article/54702223nas a2200241   4500008003900000022001400039245005000053210005000103260004200153300001000195490000600205520157000211653002001781653002601801653001701827653001601844653000701860653001401867653002601881100001801907700002001925856003601945       2012                          d  a1927-032100aProcess Ambidexterity for IT Entrepreneurship0 aProcess Ambidexterity for IT Entrepreneurship  aOttawabTalent First Networkc08/2012  a16-220 v23 aAll firms use information technology (IT). Larger firms have information technology organizations whose business function is to supply and manage IT infrastructure and applications to support business needs for IT. While some firms have chosen to outsource the IT function, the majority rely on an internal IT organization that is focused on running the IT infrastructure and optimizing IT operations and applications by exploiting technology improvements over time. Most IT organizations have little capacity to carry out transformational initiatives because they are focused on incremental improvements needed to run the business. As the global economy contracts, growing cost pressure on firms escalates the need for the IT function to behave in a more entrepreneurial manner that accelerates the availability of new technological solutions to enhance productivity and lower cost of doing business. 

This article provides a process-based perspective for understanding and addressing an IT function’s ability to implement entrepreneurial practices that better align the IT function to business functions. This is done by developing the capability of process ambidexterity. Improving an IT organization’s entrepreneurial ability results in improved productivity, shorter time to market, and lower operational costs – as validated by recent practice with major firms in the USA. Developing process ambidexterity in the IT function benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.10abusiness demand10abusiness value chains10aexploitation10aexploration10aIT10aIT supply10aprocess ambidexterity1 aBot, Sonia, D1 aRenaud, Paul, E  uhttp://timreview.ca/article/596