@article {627,
	title = {Process Adaptability in the IT Supply Chain},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {33-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The continuous pressure to minimize IT costs challenges the IT function to achieve a balance between its own effectiveness and the productivity of the users in the business functions that it serves (i.e., user effectiveness). In many cases, user effectiveness is sacrificed to ensure IT function effectiveness. Process adaptability improves the IT organization{\textquoteright}s entrepreneurial ability by balancing these conflicting productivity and performance objectives.

This article applies a process-ambidexterity framework to examine how process adaptability in IT is affected by the choice of different strategies for IT Demand Management as well as different fulfillment strategies for IT Supply Chain Management. Alternative fulfillment strategies are presented, along with criteria and indicators that impact IT and user effectiveness that have been applied within major firms. 

IT and senior business executives will find this article valuable for helping understand how they can influence the balance between IT and user productivity through their choice of different Demand Management and IT fulfillment strategies. Academic readers will discover that, while process adaptability in IT is an important enabler for implementing dynamic alignment between business and IT function objectives, there may be circumstances where IT process adaptability is not a priority for the business.},
	keywords = {exploitation, exploration, IT function, process adaptability, process ambidexterity, supply chain},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/627},
	url = {http://timreview.ca/article/627},
	author = {Paul E. Renaud and Sonia D. Bot}
}
@article {596,
	title = {Process Ambidexterity for IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {16-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {All firms use information technology (IT). Larger firms have information technology organizations whose business function is to supply and manage IT infrastructure and applications to support business needs for IT. While some firms have chosen to outsource the IT function, the majority rely on an internal IT organization that is focused on running the IT infrastructure and optimizing IT operations and applications by exploiting technology improvements over time. Most IT organizations have little capacity to carry out transformational initiatives because they are focused on incremental improvements needed to run the business. As the global economy contracts, growing cost pressure on firms escalates the need for the IT function to behave in a more entrepreneurial manner that accelerates the availability of new technological solutions to enhance productivity and lower cost of doing business. 

This article provides a process-based perspective for understanding and addressing an IT function{\textquoteright}s ability to implement entrepreneurial practices that better align the IT function to business functions. This is done by developing the capability of process ambidexterity. Improving an IT organization{\textquoteright}s entrepreneurial ability results in improved productivity, shorter time to market, and lower operational costs {\textendash} as validated by recent practice with major firms in the USA. Developing process ambidexterity in the IT function benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.},
	keywords = {business demand, business value chains, exploitation, exploration, IT, IT supply, process ambidexterity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/596},
	url = {http://timreview.ca/article/596},
	author = {Sonia D. Bot and Paul E. Renaud}
}
