Ambidexterity in Agile software development: a conceptual paper

Abstract

PurposeThe purpose of this study is to apply the concept of organizational ambidexterity as a conceptual lens to increase the understanding of tensions between exploitation (continuity) and exploration (change) in Agile software development (ASD) project teams, and particularly the balancing (ambidextrous) strategies utilized.Design/methodology/approachA conceptual framework was constructed from interdisciplinary sources on ambidexterity. A literature review of publications on ambidexterity in ASD was then performed, and the results from the selected publications were classified according to an extension of the conceptual framework.FindingsContextual ambidexterity in ASD is affected by the four basic coherent concepts: time, task, team and transition. The study found that most ambidextrous factors and strategies were task and team-related. In addition, a mixture of hard (performance) strategies and soft (social) strategies is needed in order for people/teams to (be able to) become ambidextrous.Practical implicationsTo provide a better understanding of ASD, it is important to identify a broader set of ambidextrous factors and strategies that can impact ASD project teams. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners on how to strengthen ambidexterity in ASD projects.Originality/valueThe contribution is of great importance for ASD research and practice, as ASD methods are a popular method for managing projects within ASD and in other nonsoftware organizations. In addition, as more and more organizations struggle to deal with rapidly changing environments, interest in the phenomena of paradoxical tensions and the strategy (ambidexterity) to deal with these tensions increase.