Table 4. Design recommendations for... | Emerald Publishing

Table 4.

Design recommendations for governing digital ambidexterity derived from the study

		Adaptive governance mechanisms
Conceptual element	Identified BPs	Structures that […]	Processes that […]	Relational mechanisms that […]
Dynamic problem–solution design pairing	Vacuum, turnover, pre-studies, capital structure and risk averseness	Afford: decentralization of innovation and dialogue with transparency Constrain: centralization and formalized internal procurement of innovation(s)	Afford: analytical separation of efficiency/innovation in terms of processes for investment evaluation, prioritization and benefits realization Constrain: blurring of boundaries between innovation and efficiency	Afford: participation of both internal and external stakeholders; empowerment of individuals not originally perceived as involved in innovation Constrain: exclusiveness and specialization/ division of labor
Socio-cognitive sensemaking	IT championship, radical innovation and professionalized IT	Afford: co-location of individuals with different perspectives on the organization and its purpose, as well as technology Constrain: functional isolation and simplification	Afford: create shared cognition and co-created narratives regarding successful (and unsuccessful) innovation initiatives Constrain: the hiding of failures and initiatives that may be deemed less successful	Afford: dissemination of narratives both within and outside the organizational boundaries Constrain: hierarchically induced reporting structures aimed at monitoring and control
Technology affordances and constraints	Risk averseness, scaling, development processes and digital heritage	Afford: re-use and scaling of digital innovations previously developed within or outside the organizational boundaries Constrain: tendency for “not invented here” syndrome	Afford: the identification and selection of digital innovation candidates for scaling Constrain: risk-averseness for incorporating and scaling existing technologies into new solution space Redundancies	Afford: dialogue between the innovation vs efficiency activities that cater to institutionalized learning Constrain: sub-optimal incentives that lead to disenfranchising of re-use
Orchestration	Mesh, development overload, governance overload, centralization, formal control, shadow innovation	Afford: externalization of sourcing of innovation Constrain: increased transaction – and coordination costs for external sourcing of ideas	Afford: dynamic matching of supply and demand of ideas and innovation Constrain: Transactional perceptions of commoditized innovation	Afford: distinction between value co-creation and capture, with clear demarcations of responsibility and formalism Constrain: blurring of co-creation/capture and consummate responsibility tied to single individual/function

		Adaptive governance mechanisms
Conceptual element	Identified BPs	Structures that […]	Processes that […]	Relational mechanisms that […]
Dynamic problem–solution design pairing	Vacuum, turnover, pre-studies, capital structure and risk averseness	Afford: decentralization of innovation and dialogue with transparencyConstrain: centralization and formalized internal procurement of innovation(s)	Afford: analytical separation of efficiency/innovation in terms of processes for investment evaluation, prioritization and benefits realizationConstrain: blurring of boundaries between innovation and efficiency	Afford: participation of both internal and external stakeholders; empowerment of individuals not originally perceived as involved in innovationConstrain: exclusiveness and specialization/ division of labor
Socio-cognitive sensemaking	IT championship, radical innovation and professionalized IT	Afford: co-location of individuals with different perspectives on the organization and its purpose, as well as technologyConstrain: functional isolation and simplification	Afford: create shared cognition and co-created narratives regarding successful (and unsuccessful) innovation initiativesConstrain: the hiding of failures and initiatives that may be deemed less successful	Afford: dissemination of narratives both within and outside the organizational boundariesConstrain: hierarchically induced reporting structures aimed at monitoring and control
Technology affordances and constraints	Risk averseness, scaling, development processes and digital heritage	Afford: re-use and scaling of digital innovations previously developed within or outside the organizational boundariesConstrain: tendency for “not invented here” syndrome	Afford: the identification and selection of digital innovation candidates for scalingConstrain: risk-averseness for incorporating and scaling existing technologies into new solution spaceRedundancies	Afford: dialogue between the innovation vs efficiency activities that cater to institutionalized learningConstrain: sub-optimal incentives that lead to disenfranchising of re-use
Orchestration	Mesh, development overload, governance overload, centralization, formal control, shadow innovation	Afford: externalization of sourcing of innovationConstrain: increased transaction – and coordination costs for external sourcing of ideas	Afford: dynamic matching of supply and demand of ideas and innovationConstrain: Transactional perceptions of commoditized innovation	Afford: distinction between value co-creation and capture, with clear demarcations of responsibility and formalismConstrain: blurring of co-creation/capture and consummate responsibility tied to single individual/function