Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Conference contribution/Paper › peer-review
Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Conference contribution/Paper › peer-review
}
TY - GEN
T1 - Driving NPD performance in high-tech SMEs through IT ambidexterity
T2 - 27th European Conference on Information Systems: Information Systems for a Sharing Society, ECIS 2019
AU - Tahir Abbas, Syed
AU - Constantin, Blome
AU - Thanos, Papadopoulos
N1 - Publisher Copyright: © 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved.
PY - 2020
Y1 - 2020
N2 - The scarcity of IT resources and technological advancements in high-tech small and medium enterprises (SMEs) require leaders to embed IT ambidexterity - simultaneous pursuit of IT exploitation and IT exploration activities - into their organization's strategy, which could be challenging. To better understand how leaders enable IT ambidexterity, this study focuses on the leadership decision-making style (directive decision-making and participative decision-making) as a key driving factor. Moreover, we examine how and when leadership decision-making styles are most effective in enacting IT ambidexterity by considering new product development (NPD) team diversity and shared vision as two important contingencies. Finally, we test the role of IT ambidexterity in improving NPD performance. We analyse our research model using survey data from 292 high-tech SMEs. Our findings suggest that both decision-making styles enable IT ambidexterity, however, participative decision-making style is more effective in highly diverse NPD teams and directive decision-making style should be preferred when shared vision is a dominant factor among NPD team members. Our results also show that IT ambidexterity significantly enhances NPD performance. We discuss our contribution to information systems (IS) and ambidexterity research and provide implications for practice.
AB - The scarcity of IT resources and technological advancements in high-tech small and medium enterprises (SMEs) require leaders to embed IT ambidexterity - simultaneous pursuit of IT exploitation and IT exploration activities - into their organization's strategy, which could be challenging. To better understand how leaders enable IT ambidexterity, this study focuses on the leadership decision-making style (directive decision-making and participative decision-making) as a key driving factor. Moreover, we examine how and when leadership decision-making styles are most effective in enacting IT ambidexterity by considering new product development (NPD) team diversity and shared vision as two important contingencies. Finally, we test the role of IT ambidexterity in improving NPD performance. We analyse our research model using survey data from 292 high-tech SMEs. Our findings suggest that both decision-making styles enable IT ambidexterity, however, participative decision-making style is more effective in highly diverse NPD teams and directive decision-making style should be preferred when shared vision is a dominant factor among NPD team members. Our results also show that IT ambidexterity significantly enhances NPD performance. We discuss our contribution to information systems (IS) and ambidexterity research and provide implications for practice.
KW - High-tech SMEs
KW - IT ambidexterity
KW - Leadership decision-making styles
KW - NPD performance
KW - NPD team diversity
KW - Shared vision
UR - http://www.scopus.com/inward/record.url?scp=85087109658&partnerID=8YFLogxK
M3 - Conference contribution/Paper
AN - SCOPUS:85087109658
T3 - 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019
BT - 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019
A2 - vom Brocke, Jan
A2 - Gregor, Shirley
A2 - Muller, Oliver
PB - Association for Information Systems
Y2 - 8 June 2019 through 14 June 2019
ER -