Operationalising ambidexterity: The role of 'better' management practices in high-variety, low-volume manufacturing

Katic, M; Cetindamar, D; Agarwal, R; Sick, N

Operationalising ambidexterity: The role of 'better' management practices in high-variety, low-volume manufacturing

Katic, M Cetindamar, D

Agarwal, R

Sick, N

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Publication Type:: Conference Proceeding
Citation:: PICMET 2019 - Portland International Conference on Management of Engineering and Technology: Technology Management in the World of Intelligent Systems, Proceedings, 2019
Issue Date:: 2019-08-01

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Field	Value	Language
dc.contributor.author	Katic, M	en_US
dc.contributor.author	Cetindamar, D https://orcid.org/0000-0002-0457-3258	en_US
dc.contributor.author	Agarwal, R https://orcid.org/0000-0002-8493-7313	en_US
dc.contributor.author	Sick, N https://orcid.org/0000-0002-0713-6918	en_US
dc.date.available	2021-08-26T19:00:25Z
dc.date.issued	2019-08-01	en_US
dc.identifier.citation	PICMET 2019 - Portland International Conference on Management of Engineering and Technology: Technology Management in the World of Intelligent Systems, Proceedings, 2019	en_US
dc.identifier.isbn	9781890843403	en_US
dc.identifier.uri	http://hdl.handle.net/10453/136241
dc.description.abstract	© 2019 PICMET. Innovation and change are fundamental to the long-term sustainability of any organisation. Whilst it is important to improve operating efficiency in the bid to become more cost competitive, there is still an underlying need to venture out of the norm and explore new opportunities. Though a great deal of research has emerged regarding the achievement of ambidexterity, there remains a gap in understanding how this is actually operationalised in organisations. This paper takes aim at this problem in the context of SME manufacturers that produce a high variety of customised products at low volumes (HVLV). Under such circumstances, ambidexterity appears intuitively easier to achieve given the manufacturer is designed to be as flexible as possible in the first place - though, it would seem this may be to their detriment. Based on a literature review and drawing from ambidexterity and organisational theory, our contribution is geared towards investigating the underlying mechanisms that make HVLV manufacturers ambidextrous in the first place. In particular, we concern ourselves with exploring how ambidexterity is enacted through what are deemed 'better' management practices that result in innovative organisations. By better understanding the more latent characteristics of HVLV manufacturers, we shed some light on the interactions between external and internal influences affecting the impact of ambidexterity under such an environment. Further theoretical and managerial implications are discussed.	en_US
dc.relation.ispartof	PICMET 2019 - Portland International Conference on Management of Engineering and Technology: Technology Management in the World of Intelligent Systems, Proceedings	en_US
dc.relation.isbasedon	10.23919/PICMET.2019.8893715	en_US
dc.rights	info:eu-repo/semantics/embargoedAccess
dc.title	Operationalising ambidexterity: The role of 'better' management practices in high-variety, low-volume manufacturing	en_US
dc.type	Conference Proceeding
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
utslib.copyright.status	open_access	*
pubs.publication-status	Published	en_US

Abstract:

© 2019 PICMET. Innovation and change are fundamental to the long-term sustainability of any organisation. Whilst it is important to improve operating efficiency in the bid to become more cost competitive, there is still an underlying need to venture out of the norm and explore new opportunities. Though a great deal of research has emerged regarding the achievement of ambidexterity, there remains a gap in understanding how this is actually operationalised in organisations. This paper takes aim at this problem in the context of SME manufacturers that produce a high variety of customised products at low volumes (HVLV). Under such circumstances, ambidexterity appears intuitively easier to achieve given the manufacturer is designed to be as flexible as possible in the first place - though, it would seem this may be to their detriment. Based on a literature review and drawing from ambidexterity and organisational theory, our contribution is geared towards investigating the underlying mechanisms that make HVLV manufacturers ambidextrous in the first place. In particular, we concern ourselves with exploring how ambidexterity is enacted through what are deemed 'better' management practices that result in innovative organisations. By better understanding the more latent characteristics of HVLV manufacturers, we shed some light on the interactions between external and internal influences affecting the impact of ambidexterity under such an environment. Further theoretical and managerial implications are discussed.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/136241