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Purpose– The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through developmental interventions.Design/methodology/approach– A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year.Findings– The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, creating common understanding of the collaborative IT-enabled service processes, and co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration.Originality/value– The study contributes to the understanding on the process of building inter-organizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

Funding Information: The research was conducted as part of the Aalto University's research project "Building 2030 - industrialized construction" which is funded by 19 companies operating in the real estate and construction sector. The Finnish Science Foundation for Economics and Technology has also financed the research. Earlier results have been published in a conference paper by Lavikka, R., Chauhan, K., Peltokorpi, A. and Seppänen, O. (2018) Fostering prefabrication in construction projects - case MEP in Finland in eWork and eBusiness in Architecture, Engineering and Construction, eds. Karlshoj, J. and Scherer, R. Taylor and Francis Group, London, UK. Proceedings of the 12th European Conference on Product and Process Modelling (ECPPM 2018), Copenhagen, Denmark, 12-14 September 2018. Publisher Copyright: © 2021, Rita Lavikka, Krishna Chauhan, Antti Peltokorpi and Olli Seppänen. Copyright: Copyright 2021 Elsevier B.V., All rights reserved. ; Purpose: Systemic innovations emerge and create value in an inter-organisational context. However, innovation studies rarely investigate the role of value creation and value capture among multiple organisations in successful innovation implementation. This paper aims to understand the role of value creation and value capture in the implementation of systemic innovations in construction which is by nature, an inter-organisational context. Design/methodology/approach: The empirical research focused on the barriers, enablers and opportunities for value creation and value capture of the Finnish construction project parties when trying to implement mechanical, electrical and plumbing (MEP) prefabrication, which is a systemic innovation. Data were collected through interviews, observations and action workshops. Findings: The empirical study identified interaction patterns on how social, political, technical and economic barriers lead to uneven value capturing, lack of value-based procurement and unclear value creation between MEP design and installation. They hinder the implementation of MEP prefabrication. The results point to enablers leading to fairly shared value to all parties, procurement of value and collaborative value creation, thus increasing the usage of MEP prefabrication, a systemic innovation. Originality/value: The study adds new knowledge by demonstrating that the identification of barriers and their interaction with enablers and opportunities for value creation and capture lay a baseline for suggestions on how to implement a systemic innovation. This study stresses the importance of enabling value creation and capture for all construction project parties when implementing a systemic innovation. ; Peer reviewed

Decision-makers in the architecture, engineering, and construction (AEC) industry lack knowledge about the implementation of digitalisation to generate value. We applied a scenario planning method developed by Schoemaker and Mavaddat to provide decision-makers with information for using digital data and technologies to create value for customers. We aim to theoretically understand how the scenario planning process helps AEC decision-makers to make sense of the future. Our findings show that boundary spanners are needed for steering the discussions among industry actors toward shared knowledge about the technological, social, economic and political changes needed at the industry level to optimise the benefits of digitalisation. Our findings also show that boundary spanners apply scenario figures as boundary objects to cross knowledge boundaries. Based on our findings, we theoretically conceptualise scenario planning as a boundary-spanning activity that enables AEC decision-makers from different fields to sharetacit knowledge and to cross knowledge boundaries. The practical implication is that scenario planning provides a method for AEC decision-makers to make sense of the changes needed to realise the preferred future for the industry. ; Peer reviewed