Part 4 - Modelling and testing decisional ambidexterity

In this fourth part, we propose to define and detail a model extending the literature models presented earlier by specifying the criticality of mutual conditioning between exploration and exploitation. We do so by reconnecting with the behavioural foundations of ambidexterity such as decision-making, and by enhancing it with design theory. It allows embedding at a micro-level the generative processes and articulate its generativity with cognitive, social, systemic and organizational dimensions.

The first chapter synthetically reformulates the article published in European Management Review (Le Masson et al. 2018) which can be consulted here in Publications. We develop the concept of decisional ambidexterity which considers the capability of designing decisions. It is based on the results of the previous part and more specifically the peculiar decision-making process identified in the Icing Conditions Detection case (Le Glatin, Le Masson, and Weil 2017), available here in publications. We outline a new approach of making decisions by integrating design theory which effectively embraces the unknown. We gradually explain why we gain more insight on cases presented previously with anomalies.

The second chapter complements the previous one by emphasizing our concern for the organizational impact of generative processes as they may be black-boxed within projects and departments but still ripple across organizations. This feature was stressed by the intra/inter-BU dimension, thus encouraging us to nest organization design at the level of engineering design and decision-making in exploration project management. We use again the previous anomalies and explain how decisional ambidexterity allows reconciliation. By doing so, we insist on redefined micro-foundations of ambidexterity and associated technology of organizing required to avoid biases and fixations effects which are usually made silent through the non-mutual conditioning between exploration and exploitation.

The last chapter aims at testing the model of decisional ambidexterity which has encoded the mutual conditioning between exploration and exploitation. To do so, we rely on two inter-BU cases, the Lower Deck and Connected Cabin projects. The first, hosted at ADT, shows how such ambidexterity is developed by a manager whilst keeping in background the Design Thinking cases(*). The second, in a similar context, reveals another project rooted in several BUs stressing in contrast the essentiality of managing the organizational design within engineering practice and problem-formulation.