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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
41

Ambidestria em empresas desenvolvedoras de software: barreiras para adoção de metodologias ágeis e seu impacto na escolha do modelo organizacional / Ambidexterity in Software Development Companies: Barriers to Adoption of agile methodologies and its impacts in the Organizational Model Selection

Cordeiro, José Henrique Dell'Osso 11 June 2014 (has links)
Organizações desenvolvedoras de software enfrentam hoje em dia o desafio de atuar concomitantemente em projetos que exigem tanto a prática de Metodologias Tradicionais quanto a de Metodologias Ágeis, metodologias de desenvolvimento de software com características opostas e conflitantes. Para atender a essa demanda as empresas têm adotado a Ambidestria Organizacional no desenvolvimento de softwares, criando estruturas organizacionais, processos e equipes capacitadas para atuar com ambas as metodologias de forma simultânea. Vários modelos podem ser adotados para a criação da Ambidestria Organizacional, mas pouco se sabe sobre como cada um deles surge e se desenvolve nas empresas. Nesta pesquisa objetivou-se conhecer um dos aspectos que podem influenciar a seleção do modelo de Ambidestria: as barreiras que uma organização pode enfrentar ao introduzir uma Metodologia Ágil em ambiente que já pratica alguma modalidade de Metodologia Tradicional. Através de dados secundários e do método de Estudo de Casos foi possível evidenciar a influência de algumas dessas barreiras no tipo de ambidestria escolhido pelas empresas, concluindo ainda que os impactos das barreiras de introdução de uma metodologia ágil podem ser muito diferentes quando comparamos sua ocorrência entre empresas desenvolvedoras de software para uso próprio e empresas desenvolvedoras de software sob encomenda, influenciando-as de modo diferente na escolha do modelo para a criação da Ambidestria Organizacional. Os resultados obtidos e as conclusões presentes neste estudo estabelecem, portanto, importante contribuição para pesquisas futuras, evidenciando que estudos sobre a Ambidestria Organizacional no campo do desenvolvimento de software devem ser realizados levando-se em consideração os diferentes perfis de empresa e as relações dessas empresas com seus clientes de projeto. / Software development organizations face nowadays challenges in conducting simultaneous projects, applying at the same time both Traditional and Agile Methodologies, software development processes with opposite and conflicting characteristics. In order respond to this challenges this companies adopt Organizational Ambidexterity in software development, creating organizational structures, processes and teams able to deal with both practices simultaneously. Different models exist for creating Organizational Ambidexterity, but there is a lack of knowledge about how each of these models emerge and grow at the companies. In this research we focused in understanding just one of the topics that influences the selection of the ambidexterity model: the barriers companies faces adopting Agile Methodologies on an environment where Traditional Methodologies are in use. Through secondary data analysis and Case Study methodology it was possible to reveal evidences of the influences that some of these barriers puts over the ambidexterity model selection, also concluding that barriers in agile methodologies introduction may be different when comparing their effects over on-demand software development companies and companies which develop software for their own use, influencing both their choices of ambidexterity model in different ways. The results and conclusions we present in this work, bring important contributions for future research, showing that future Organizational Ambidexterity in software development needs to attempt to different companies profile and their relationship with the projects customer.
42

How does leadership develop contextual ambidexterity in project – basedorganizations?

Zidan, Hussain, Otálvaro Herrera, Nasly Andrea January 2019 (has links)
Introduction: Statistics show that a large number of companies struggle for their survival.About 20 % of the EU companies in all the different industries that were born in 2015 couldnot survive till 2016. More specifically, only less than half of the companies that were born in2011 are still active in 2016 (Eurostat, 2018). Moreover, corporate bankruptcies in Swedenincreased by 20 % in the years 2017 to 2018 compared to 2016 (Tillvaxtanalys, 2019 ).Therefore, the main challenge for managers is to consolidate short-term and long-termthinking, encourage visions while remaining focused on execution within employees. Problem background: While the current literature acknowledges both the importance oforganizational ambidexterity for companies’ survival, and the role played by managers todevelop ambidexterity, research on how to achieve such ambidexterity is still narrow.Moreover, the influence of the different leadership styles on contextual ambidexterity and itseffects on individuals have hardly been attended in the literature. Purpose: The purpose of this thesis is to develop an understanding on how leaders, throughambidextrous leadership styles, create a context that enables individuals to achieve contextualambidexterity. More specifically, this master’s thesis aims to define a conceptual frameworkthat shows the influence of the leadership styles on contextual ambidexterity Methodology: In order to answer our research question, a qualitative research was conductedwith a deductive approach. Eight Interviews, four managers and four employees, wereconducted in four project-based organizations within the software industry in Sweden. Findings: The key findings are that transformational leadership style was found to foster “trustand support” in social support, and “stretch” in performance management, while thetransactional leadership style was only found in discipline in the organizational context. Conclusions: This study shows how developing adaptability in an organization requiresmanagers to apply transformational leadership style to the social support dimensions of theorganizational context. On the other hand, developing alignment in an organization requiresmanagers to apply both transformation and transactional styles rather than transactional. Mangers also need to balance the intensity of their leadership styles as both styles need to be emphasized equally well.
43

Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations

Mirzataghi Chaharmahali, Sara, Amir Siadat, Seyed January 2010 (has links)
Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.
44

Managing the Connections: A Case Study of Managerial Interventions and Contextual Ambidexterity

Read, Richard F 09 April 2015 (has links)
Business organizations rely on exploitation and efficiency to provide short-term results and on exploration and innovation for their future viability. The ability to simultaneously exploit and explore has been termed organizational ambidexterity. Front-line managers who are able to encourage both exploitation and exploration from their employees should therefore be quite successful, but this is not an easy task. Managerial interventions seek to align the employees’ interests with the manager’s interests and therefore can be perceived as more controlling than enabling, thereby negatively impacting ambidexterity. This case study uses agency theory as a theoretical lens to understand managerial interventions that could focus attention on individual employees’ actions that are both exploitative and explorative in an enabling fashion to allow for success. The study advances managerial practice, addresses gaps in the literature on ambidexterity, and advocates development of a new management theory by recommending that managers focus their interactions into three sets of tasks, 1) those that connect the employee to the organization, 2) those that connect the manager to the employee, and 3) those that enable the employee to go forward and own their decisions, within these connections. We argue, this combination of interventions work together to encourage an environment of both exploitation and exploration, or contextual ambidexterity, with the opportunity to be successful in both the short-term and into the future.
45

Ambidexterity: the simultaneous pursuit of service and sales goals in retail banking

Yu, Yi-Ting , Marketing, Australian School of Business, UNSW January 2010 (has links)
Torn by having to meet the external demands of customers for quality service and internal demands for achieving sales targets, achieving a balance is not an easy task for traditional service units in fields such as retail banking, retailing, telecommunications, travel industry, and the like. This study examines the issue through the lens of an organizational ambidexterity framework. In the management literature, ambidexterity is used as a metaphor to describe an organization???s ability to perform seemingly conflicting tasks or pursue disparate goals simultaneously (Lubatkin et al., 2006). As an emerging research area, ambidexterity studies address the issue of how an organization can pursue multiple goals simultaneously (Benner & Tushman, 2003). The study has three specific objectives: 1) to conceptualize ambidexterity in the context of service and sales in a retail bank setting; 2) to identify and empirically examine the antecedents of branch ambidexterity; and 3) to examine the impact of ambidexterity on branch financial performance. Based on resource-based view and organization-context literature, the present study focuses on the impact of employee characteristics and contextual variables on branch ambidexterity and, ultimately, branch-level financial performance. The study uses both a qualitative and a quantitative approach. Data are collected from two large retail banks, one in Australia and one in Thailand. Findings are reported in three different studies. Study one reports findings based on the qualitative phase. Studies two and three report findings based on the quantitative data. A qualitative approach involves five bank branches and conducting a series of in-depth interviews with branch managers and frontline staff. It identifies employee constructs that have a positive or a negative impact on branch ambidexterity. These constructs are goal orientation, self-efficacy, and role stress. The role of branch context is also discussed. The quantitative approach involves data from 2,306 employees in 267 branches in a large Thai bank. Hierarchical linear modeling (HLM) is used to analyze the data. The quantitative data are used to test two models. The first model explores the direct impact of employees??? characteristics on branch ambidexterity. It is found that goal orientation, self-efficacy, and role stress are significantly associated with branch ambidexterity. The inclusion of transformational leadership as a moderator provides additional insights into the relationship between employee characteristics and branch ambidexterity. The second model tests the direct impact of contextual variables on branch ambidexterity. The contextual variables include empowerment, team support, fairness of rewards, and transformational leadership. Finally, it explores the impact of branch ambidexterity on branch financial performance. Data suggest that all four contextual variables make significant positive contributions to branch ambidexterity at the individual level. However, only empowerment, team support, and fairness of rewards have a significant group-level effect on branch ambidexterity. It is also found that branch ambidexterity is positively related to branch financial performance.
46

Innovation management and firms' performance : the role of business strategy, organizational capabilities and external environment / Διαχείριση καινοτομίας και επίδοση των επιχειρήσεων : ο ρόλος της επιχειρησιακής στρατηγικής, των οργανωσιακών ικανοτήτων του εξωτερικού περιβάλλοντος

Μαμμασής, Κωνσταντίνος 20 February 2014 (has links)
In the modern highly competitive business environments innovation research has flourished as the need of organizations to develop new products, to compete intensively and to perform their tasks adequately has become vital (Brown & Eisenhardt, 1995; Damanpour, 1991). This continuous change leads firms to confront with the tension of exploring new opportunities or exploiting current competencies (Floyd & Lane, 2000; Lavie, Stettner, & Tushman, 2010). March’s (1991) “ambidexterity” premise refers to the simultaneous pursuit of these contrasting activities (exploration and exploitation). Specifically, firms seek to adjust to the turbulent environmental conditions through exploring new ideas, products and/or services while simultaneously developing their existing products, markets and competences (Benner & Tushman, 2003; Jansen, Van Den Bosch, & Volberda, 2006). Several literatures have increasingly argued about the antecedents of exploration and exploitation and their impact to firms’ ambidexterity as well as the relationship between ambidexterity and firms’ financial performance (He & Wong, 2004; Jansen, Volberda, & Van Den Bosch, 2005a). This doctoral study copes with the antecedents of firms’ ambidextrous orientation and the firm-level ambidexterity-financial performance relationship. Through the use of hierarchical regression modeling, the results of the empirical research at a sample of 133 top performing Greek companies show that: 1) top managers’ creative self-efficacy positively affects firms’ ambidextrous orientation, 2) top managers’ learning goal orientation positively impacts firms’ ambidextrous orientation, 3) top managers’ performance goal orientation negatively influences firms’ ambidextrous orientation, 4) firms’ external knowledge flows positively affect firms’ ambidextrous orientation, 5) firms’ innovation & flexibility climate positively impacts firms’ ambidextrous orientation, 6) firms’ social capital is not associated with firms’ ambidextrous orientation, 7) firms’ organizational capital positively influences firms’ ambidextrous orientation, 8) firms’ participative decision making positively affects firms’ ambidextrous orientation, 9) the complementary effect of the simultaneous pursuit of a differentiation and a low-cost strategy negatively impacts firms’ ambidextrous orientation, 10) firms’ ambidextrous orientation is positively related to firms’ financial performance and that, 11) Firm size moderates the relationship between firms’ ambidextrous innovation orientation and its subsequent financial performance in such a way that this positive effect is increased as size increases. Overall, these findings offer important contributions to organizational ambidexterity literature, by indicating new antecedents of firms’ ambidexterity and a positive relationship of ambidexterity and firms’ financial performance. / Στο σύγχρονο επιχειρησιακό περιβάλλον, το οποίο διέπεται απο συνθήκες έντονου ανταγωνισμού, το ερευνητικό πεδίο της διαχείρισης καινοτομίας έχει ανθίσει, καθώς οι επιχειρήσεις οφείλουν να αναπτύξουν καινούρια προϊόντα, να γίνουν ανταγωνιστικές και να εκτελούν τις διαδικασίες τους επαρκώς. Αυτή η συνεχής αλλαγή έχει οδηγήσει τους οικονομικούς οργανισμούς στην ανάγκη να αντιμετωπίσουν την ένταση μεταξύ της εξερεύνησης νέων ευκαιριών ή/και την ανάπτυξη των ήδη υπαρχόντων ικανοτήτων. Η θεωρία της αμφιδεξιότητας αναφέρεται στην ταυτόχρονη εκτέλεση και των δύο παραπάνω (ανάπτυξη νέων ευκαιριών και υπαρχόντων ικανοτήτων). Πιο συγκεκριμένα, οι επιχειρήσεις προσπαθούν να προσαρμοστούν στις σύνθετες και πολλές φορές έντονες αλλαγές του εξωτερικού τους περιβάλλοντος είτε εξευρευνώντας νέες ιδέες, προϊόντα ή/και υπηρεσίες αναπτύσσοντας ταυτόχρονα τα υπάρχοντα προϊόντα, αγορές ή/και ικανότητες. Επιπλέον, έντονη είναι η επιστημονική διαμάχη όσον αφορά τους παράγοντες που οδηγούν στην οργανωσιακή αμφιδεξιότητα όπως επίσης και στην επίδραση που έχει η αμφιδεξιότητα στην χρηματοοικονομική απόδοση των επιχειρήσεων. Η παρούσα διδακτορική διατριβή εστιάζει α) στους προσδιοριστικούς παράγοντες της στρατηγικής οργανωσιακής αμφιδεξιότητας (στο επίπεδο της επιχείρησης) και β) στη σχέση της με την χρηματοοικονομική απόδοση των επιχειρήσεων. Χρησιμοποιώντας τη μέθοδο της ιεραρχικής παλινδρόμισης σε ένα δείγμα των 133 πιο κερδοφόρων Ελληνικών επιχειρήσεων αποδεικνύεται ότι: 1) H δημιουργική αποτελεσματικότητα των ανώτατων διοικητικών στελεχών επηρεάζει θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 2) Ο προσανατολισμός των ανώτατων διοικητικών στελεχών στην επίτευξη γνώσεων επηρεάζει θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 3) Ο προσανατολισμός των ανώτατων διοικητικών στελεχών στην επίτευξη αποτελεσμάτων επηρεάζει αρνητικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 4) Οι ροές εξωτερικής γνώσης επηρεάζουν θετικά τον προσανατολισμό της επιχείρησης στην οργανωσιακή αμφιδεξιότητα, 5) Το κλίμα καινοτομίας και ελαστικότητας μέσα στην επιχείρηση επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 6) Το κοινωνικό κεφάλαιο της επιχείρησης δεν συνδέεται με τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 7) Το οργανωσιακό κεφάλαιο της επιχείρησης επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 8) Η συμμετοχικότητα στην λήψη αποφάσεων μέσα στην επιχείρηση επηρεάζει θετικά τον προσανατολισμό της στην οργανωσιακή αμφιδεξιότητα, 9) Η συμπληρωματικότητα των ανταγωνιστικών στρατηγικών (διαφοροποίησης και χαμηλού κόστους) επηρεάζει αρνητικά τον προσανατολισμό της επιχείρησης στην αμφιδεξιότητα, 10) Η αμφιδεξιότητα της επιχείρησης επηρεάζει θετικά την χρηματοοικονομική της απόδοση, 11) Το μέγεθος της επιχείρησης επηρεάζει θετικά τη σχέση μεταξύ αμφιδεξιότητας και χρηματοοικονομικής απόδοσης και αυτή η επίδραση αυξάνεται όσο μεγαλώνει το μέγεθος της επιχείρησης. Συμπερασματικά, τα παραπάνω αποτελέσματα συνεισφέρουν στη θεωρία της οργανωσιακής αμφιδεξιότητας παρουσιάζοντας καινούριους παράγοντες που οδηγούν σε αμφιδεξιότητα και αποδεικνύοντας τη θετική σχέση μεταξύ αμφιδεξιότητας και χρηματοοικονομικής απόδοσης των επιχειρήσεων.
47

The attainment of approximate ambidexterity in throwing and its relation to physical and mental efficiency as well as symmetry of posture

Grundlingh-Malan, Jacomi Elizabeth 09 1900 (has links)
Thesis (BEd)-- Stellenbosch University, 1944 / Stellenbosch University. Faculty of Education. Dept. of Educational Psychology. / ENGLISH ABSTRACT: Activities such as throwing are, as a rule, carried out only with the better arm. Mostly this one-sided execution is due to mere convenience. If attempts are made to justify it, in the main two arguments are advanced: In the first place, it is taken for granted that the inferior arm cannot make appreciable progress anyway, and it is therefore considered as not worthwhile exercising it. In the second place, it is believed that, if the inferior arm should improve by such a practice, this happens at the expense of efficiency in general, and may have detrimental consequences in some regards or other. / AFRIKAANSE OPSOMMING: geen opsomming
48

Stora byggföretags väg mot organisatorisk ambidextri : En fallstudie i hur stora byggföretag kan hantera balansen mellan utforskande och utnyttjande / Large construction company's road to organizational ambidextri : A case study of how large construction companies can handle the balance between exploration and exploitation

Philippsthal, Adam, Bergström, Carl January 2018 (has links)
Syfte – Studiens syfte är att öka förståelsen för hur utforskande och utnyttjande bör hanteras på olika organisatoriska nivåer i byggindustrin. Studien identifierar framgångsfaktorer och förutsättningar i den projektbaserade byggindustrin samt tillhandahåller ett ramverk för hur byggföretag tar första stegen mot organisatorisk ambidextri. Metod – Kvalitativ fallstudie med en induktiv ansats och deskriptivt syfte. Datainsamlingen har genomförts via semistrukturerade intervjuer och analysen har gjorts utifrån en tematisk analys. Resultat – Från studien har fem teman identifierats; Ledarskap & Kultur, Struktur & Styrning, Människor & Förståelse, Metoder och Samarbete. Samtliga teman har underordnade framgångsfaktorer som explicit redogör för utforskande och utnyttjande aktiviteter som främjar organisatorisk ambidextri i stora byggföretag. Vidare har studien konstaterat att kontextuell ambidextri är central på samtliga organisatoriska nivåer, men behöver kompletteras med strukturell ambidextri på affärsenhetsnivå och en ny typ av sekventiell ambidextri på projektnivå. Resultatet har sedan syntetiserats till en modell som åskådliggör hur stora byggföretag skapar en självförsörjande ambidext organisation. Teoretiska implikationer – Studien bidrar med en empiriskt förankrad modell över hur stora byggföretag skapar en självförsörjande ambidext organisation, samt ett nytt synsätt på sekventiell ambidextri på projektnivå. Praktiska implikationer – Ramverket bidrar praktiskt med en process ledningen kan implementera och sedan chefer och andra berörda kan arbeta efter. Det ger riktlinjer på hur beslut tas och hur man arbetar med utforskande och utnyttjande aktiviteter. / Purpose – The purpose of the study is to increase the understanding of how exploration and exploitation should be managed at different organizational levels in the construction industry. The study identifies success factors and important conditions in the project-based construction industry and provides a framework for how construction companies can take the first steps towards organizational ambidexterity. Method – A qualitative case study with an inductive approach and with a descriptive purpose. The data collection has been carried out through semi-structured interviews and the analysis has been done based on a thematic analysis. Results – Five themes have been identified from the study; Leadership & Culture, Structure & Governance, People & Understanding, Methods and Cooperation. All themes have subordinate success factors that explicitly describe how exploration and exploitation activities promote organizational ambidexterity in large construction companies. Furthermore, the study shows that contextual ambidexterity is central within all organizational levels, but needs to be complemented by structural ambidexterity on business unit level and a new type of sequential ambidexterity at project level. The result has then been synthesized into a model that illustrates how big construction companies create a self-sufficient ambidextrous organization. Theoretical implications – The study contributes with an empirically based model of how big construction companies create a self-sufficient ambidextrous organization, as well as a new approach to sequential ambidexterity at project level. Practical implications – The framework practically contributes with a process that the top management can implement and then managers and others concerned can work for. It provides guidelines on how decisions are made and how to work with exploration and exploitation activities.
49

Does an Ambidextrous Use of Sustainability Resources Lead to Sustainability Performance? : a Survey on Swedish Municipal Housing Organisations

Maine, Joshua, Svensson, Oskar January 2018 (has links)
An increasing pressure is found on public sector organisations both to be efficient and innovative. Recently ambidexterity has found its ground in the public sector showing significant impact on firm performance. Combined with the increasing pressure from society for conducting sustainable business, we aimed at investigating how structural ambidexterity in regard to sustainability relates to sustainability performance, and how this relationship is moderated by centralisation and connectedness. A quantitative method has been used where the Swedish municipal housing organisations were surveyed. 141 different municipal housing organisations participated in the survey. A content analysis was also done with the help of the TBL to measure the organisations sustainability performance. The results from the dissertation showed that ambidextrous sustainability leads to sustainability performance. No moderating effect from centralisation and connectedness was found on the relationship between ambidextrous sustainability and sustainability performance. This dissertation sets the ground for a new concept of ambidextrous sustainability. Furthermore, contributing to strategic public management as well as further expanding on the stakeholder approach and the moderating effect of stakeholders. The dissertation also contributes methodologically by measuring sustainability performance with the TBL through a content analysis as well as how to measure ambidextrous sustainability.
50

Ambidestria em empresas desenvolvedoras de software: barreiras para adoção de metodologias ágeis e seu impacto na escolha do modelo organizacional / Ambidexterity in Software Development Companies: Barriers to Adoption of agile methodologies and its impacts in the Organizational Model Selection

José Henrique Dell'Osso Cordeiro 11 June 2014 (has links)
Organizações desenvolvedoras de software enfrentam hoje em dia o desafio de atuar concomitantemente em projetos que exigem tanto a prática de Metodologias Tradicionais quanto a de Metodologias Ágeis, metodologias de desenvolvimento de software com características opostas e conflitantes. Para atender a essa demanda as empresas têm adotado a Ambidestria Organizacional no desenvolvimento de softwares, criando estruturas organizacionais, processos e equipes capacitadas para atuar com ambas as metodologias de forma simultânea. Vários modelos podem ser adotados para a criação da Ambidestria Organizacional, mas pouco se sabe sobre como cada um deles surge e se desenvolve nas empresas. Nesta pesquisa objetivou-se conhecer um dos aspectos que podem influenciar a seleção do modelo de Ambidestria: as barreiras que uma organização pode enfrentar ao introduzir uma Metodologia Ágil em ambiente que já pratica alguma modalidade de Metodologia Tradicional. Através de dados secundários e do método de Estudo de Casos foi possível evidenciar a influência de algumas dessas barreiras no tipo de ambidestria escolhido pelas empresas, concluindo ainda que os impactos das barreiras de introdução de uma metodologia ágil podem ser muito diferentes quando comparamos sua ocorrência entre empresas desenvolvedoras de software para uso próprio e empresas desenvolvedoras de software sob encomenda, influenciando-as de modo diferente na escolha do modelo para a criação da Ambidestria Organizacional. Os resultados obtidos e as conclusões presentes neste estudo estabelecem, portanto, importante contribuição para pesquisas futuras, evidenciando que estudos sobre a Ambidestria Organizacional no campo do desenvolvimento de software devem ser realizados levando-se em consideração os diferentes perfis de empresa e as relações dessas empresas com seus clientes de projeto. / Software development organizations face nowadays challenges in conducting simultaneous projects, applying at the same time both Traditional and Agile Methodologies, software development processes with opposite and conflicting characteristics. In order respond to this challenges this companies adopt Organizational Ambidexterity in software development, creating organizational structures, processes and teams able to deal with both practices simultaneously. Different models exist for creating Organizational Ambidexterity, but there is a lack of knowledge about how each of these models emerge and grow at the companies. In this research we focused in understanding just one of the topics that influences the selection of the ambidexterity model: the barriers companies faces adopting Agile Methodologies on an environment where Traditional Methodologies are in use. Through secondary data analysis and Case Study methodology it was possible to reveal evidences of the influences that some of these barriers puts over the ambidexterity model selection, also concluding that barriers in agile methodologies introduction may be different when comparing their effects over on-demand software development companies and companies which develop software for their own use, influencing both their choices of ambidexterity model in different ways. The results and conclusions we present in this work, bring important contributions for future research, showing that future Organizational Ambidexterity in software development needs to attempt to different companies profile and their relationship with the projects customer.

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