Paradoxes and the Nature of Ambidexterity in IT Transformation Programs
Authors: Gregory, Robert Wayne; Keil, Mark; Muntermann, Jan; Mähring, Magnus
Journal: Information Systems Research (2015)
<jats:p>Though information technology (IT) transformation programs are gaining in importance, we know little about the nature of the challenges involved in such programs and how to manage them. Using grounded theory methodology, we conducted a multiyear case study of a large IT transformation program in a major commercial bank, during which we encountered the interrelated themes of paradoxes and ambidexterity. Grounded in our case, we construct a substantive theory of ambidexterity in IT transformation programs that identifies and explains the paradoxes that managers need to resolve in IT transformation programs. The ambidexterity areas we identified are (1) IT portfolio decisions (i.e., IT efficiency versus IT innovation), (2) IT platform design (i.e., IT standardization versus IT differentiation), (3) IT architecture change (i.e., IT integration versus IT replacement), (4) IT program planning (i.e., IT program agility versus IT project stability), (5) IT program governance (i.e., IT program control versus IT project autonomy), and (6) IT program delivery (i.e., IT program coordination versus IT project isolation). What weaves these six areas together is the combined need for IT…