Organisational ambidexterity within process improvement

Abstract

Purpose – Organisational ambidexterity has emerged as a new research paradigm that is relevant for promoting long-term firm performance however, research within practice-oriented domains has been limited. The purpose of this paper is to explore process improvement through the theoretical lens of organisational ambidexterity to understanding the conflicting aims of variation increasing and decreasing forms of operational process improvement. Design/methodology/approach – Drawing on reviews of both operations and strategic management literature, the paper employs a case study methodology to unpack critical aspects of ambidextrous process improvement across a range of organisational environments. Findings – The research shows that while the companies engaged in qualitatively different forms of improvement, by interpreting practices from an ambidextrous perspective, the complimentary nature of the two forms of improvement could be appreciated. The diversity of firms involved in the research also allowed findings to be considered in relation to a range of operational contexts. Research limitations/implications – The research highlights the relevance of an organisational ambidexterity perspective on operational process improvement, although the selection of companies the research draws from, limits it relevance to non-project-oriented organisations. Practical implications – Provides practitioners with a framework to inform their views and aims when engaging in process improvement activities. Originality/value – This is one of the first articles exploring process improvement from an ambidextrous perspective. This will help re-conceptualise process improvement away from wholly focusing upon quality improvement and variation reducing activities to help account for a more dynamic operating environment.