Management of alternate contexts that may arise due to a volatile exogenous environment can compel an organisation to explore new capabilities along with the exploitation of existing capabilities (O'Reilly and Tushman, 2013). This ability to handle paradoxical requirements, referred to as ambidexterity, has always been looked from a macro perspective and usually at the organisation or business unit level of analysis. The study aims to understand the management of alternate contexts at lower organisational levels in a project based technology firm. There is a need for studies at lower organisational levels such as at project and within project level (Tiwana, 2008). In this research, the focus is on within project dynamics including the role played by distributed actors in operationalising ambidexterity.
|Journal||Indian Institute of Management Ahmedabad|