{"id":1946,"date":"2021-10-10T11:00:02","date_gmt":"2021-10-10T11:00:02","guid":{"rendered":"https:\/\/udv.ud.ac.ae\/cbrc\/blog\/?p=1946"},"modified":"2021-10-18T07:56:47","modified_gmt":"2021-10-18T07:56:47","slug":"control-style-ambidexterity-and-information-systems-project-performance-an-expanded-view-of-control-activities","status":"publish","type":"post","link":"https:\/\/cbrc.ud.ac.ae\/blog\/control-style-ambidexterity-and-information-systems-project-performance-an-expanded-view-of-control-activities\/","title":{"rendered":"Control-style ambidexterity and information systems project performance: an expanded view of control activities"},"content":{"rendered":"

Journal:<\/u><\/strong>
\nEuropean Journal of Information Systems (ABDC: A*; ABS:4)<\/p>\n

https:\/\/doi.org\/10.1080\/0960085X.2021.1977728<\/a><\/p>\n

\nAuthors:<\/u><\/strong><\/p>\n

Tahir Abbas Syed (Alliance Business School, UK); Martin Wiener (TU Dresden, Germany); Fahad Mehmood (DBS, UD); Mahmoud Abdelrahman (Newcastle Business School, UK)<\/p>\n

\n

Abstract:<\/u><\/strong><\/p>\n

Information systems (IS) projects represent key building blocks of large-scale digital transformation and innovation initiatives. As a result, IS projects have become increasingly ambitious in terms of both goals and scale, making it even more challenging for managers to exercise control over such projects. While prior research focused primarily on the direct and interactive effects of formal and informal control modes on IS project performance, recent research directs attention to the importance of considering project managers\u2019 control styles (i.e., how managers interact with controlees to enact controls). Corresponding studies also indicate that \u201ceither\/or\u201d control approaches \u2013 as opposed to \u201cboth\/and\u201d approaches \u2013 are no longer viable in today\u2019s complex environment. As such, our study draws on an ambidexterity perspective to theoretically develop and empirically test the direct and interactive effects of control-style ambidexterity on IS project performance. Using matched-pair data from 146 IS projects (from 146 high-tech firms), we find that control-style ambidexterity improves project performance \u2013 directly and in combination with both formal and informal control. The study results contribute novel insights regarding the effective control of IS projects in the digital era and help explain mixed findings in prior literature, thereby facilitating continued theory development in the research area<\/p>\n

\n

Reference:<\/u><\/strong><\/p>\n

Syed, T. A., Wiener, M., Mehmood, F., & Abdelrahman, M. (2021). Control-style ambidexterity and information systems project performance: an expanded view of control activities. European Journal of Information Systems, 1-22.<\/p>\n","protected":false},"excerpt":{"rendered":"

Journal: European Journal of Information Systems (ABDC: A*; ABS:4) https:\/\/doi.org\/10.1080\/0960085X.2021.1977728 Authors: Tahir Abbas Syed (Alliance Business School, UK); Martin Wiener (TU Dresden, Germany); Fahad Mehmood (DBS, UD); Mahmoud Abdelrahman (Newcastle Business School, UK) Abstract: Information systems (IS) projects represent key building blocks of large-scale digital transformation and innovation initiatives. As a result, IS projects have<\/p>\n","protected":false},"author":1,"featured_media":1947,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19],"tags":[],"class_list":{"0":"post-1946","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-journal-publication-2021"},"yoast_head":"\nControl-style ambidexterity and information systems project performance: an expanded view of control activities - Research Magazine<\/title>\n<meta name=\"description\" content=\"Information systems (IS) projects represent key building blocks of large-scale digital transformation and innovation initiatives. 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