Ambidexterity in Agile software development: a conceptual paper

Purpose The purpose of this study is to apply the concept organizational ambidexterity as a conceptual lens increase understanding tensions between exploitation (continuity) and exploration (change) in Agile software development (ASD) project teams, particularly balancing (ambidextrous) strategies utilized. Design/methodology/approach A framework was constructed from interdisciplinary sources on ambidexterity. literature review publications ASD then performed, results selected were classified according an extension framework. Findings Contextual affected by four basic coherent concepts: time, task, team transition. found that most ambidextrous factors task team-related. In addition, mixture hard (performance) soft (social) needed order for people/teams (be able to) become ambidextrous. Practical implications To provide better ASD, it important identify broader set can impact teams. expanded serve basis future empirical research insights practitioners how strengthen projects. Originality/value contribution great importance practice, methods are popular method managing projects within other nonsoftware organizations. more organizations struggle deal with rapidly changing environments, interest phenomena paradoxical strategy (ambidexterity) these increase.