Figure 2
The conceptual model is arranged from left to right in four vertical sections titled “Antecedents: Two Types of Service Renovation”, “Skill Requirements”, “Mode of Ambidexterity”, and “Talent Management”. In the top row under “Antecedents: Two Types of Service Renovation” section, a box labeled “Service Renovation by adding transformation tasks” and “New tasks connected to existing ones” is connected by an arrow to a box labeled under “Skill Requirements” section, “Can be performed by experienced existing staff with supervision as a development opportunity”. An arrow from this box leads to a box labeled under the “Mode of Ambidexterity” section, “Transformation Project Mode (“Switching”)” and “Oscillating between project mode and routine work”. An arrow from this box leads to a box labeled under the “Talent Management” section, “More leadership supervision for new tasks”. In the bottom row under “Antecedents: Two Types of Service Renovation” section, a box labeled “Service Renovation by adding more complex tasks” and “New tasks less connected to existing ones” is connected by an arrow to a box labeled under “Skill Requirements” section, “Require a new, higher skill set of new hires or suitable upskilled existing staff”. An arrow from this box leads to a box labeled under the “Mode of Ambidexterity” section, “Moving up the Value Chain Mode (Partitioning')” and “Permanent new or redefined positions slash teams”. An arrow from this box leads to a box labeled under the “Talent Management” section, “Towards new work to align with expectations of highly skilled staff (example, autonomy)”.Two modes of ambidexterity in shared service organizations. Source: Authors’ own work