Research on ambidexterity has been focused primarily at the organisational level. There is little in the literature detailing ambidexterity in more complex forms of organising. While much is written on the ‘what’ of ambidexterity – its enactment has been shown to be beneficial – there is a gap in our understanding of the underlying mechanisms, architectures and dynamics by which organisations can achieve both exploration and exploitation. In this article, we use the lens of intellectual capital to extend current architectural theory. A case study of a project management office in an IT/IS multinational provides the context in which to qualitatively unpack the underpinning intellectual capital architecture, illustrating the interwoven application of human, social and organisational capital in a complicated organisational setting. We reveal the co-existence and mutual interdependence of multiple intellectual capital and process elements, further explaining the ‘how’ of this increasingly important area of study.

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Internet-based companies need to remain competitive. One way of improving competitive advantage is to attract more customers and increase customer retention; for example, by developing long-term, secure relationships between the buyers and sellers. Little empirical research has been conducted on the link between customer relationship management and customer loyalty within an Internet, or e-commerce, context. This study provides evidence of how to improve planning for customer management by presenting and testing a conceptual model of the process by which the implementation of electronic relationship marketing (e-CRM), can enhance loyalty. While building the research framework, price sensitivity was found to be a primary confounding element on loyalty and was included in the study for control. An exploratory study of Internet retailers, e-retailers, and their customers was conducted and the findings revealed that e-retail companies (with CD, DVD, video and book products) should consider customers' perceptions of relationship marketing efforts, as they are fundamental to enhancing customer loyalty and that an enhancement of customer loyalty reduces price sensitivity.

Projects are inherently uncertain and face unexpected events, from small changes in scope to unforeseen client's bankruptcy. This paper studies how project managers respond to such events and how successful and unsuccessful responses differ from the perspective of the practitioner. We analysed 44 unexpected events faced by 22 experienced project managers in defence and defence-related organisations. The project managers compared two unexpected events that they faced, one that they considered the response successful and the other, unsuccessful. We identified three pillars supporting successful responses to unexpected events: (1) responsive and functioning structure at the organizational level, (2) good interpersonal relationship at the group level and (3) competent people at the individual level. The events and respective responses analysed suggest that improvement in project management can be achieved by better managing these three pillars, allowing project and programme managers to "create their own luck".

Purpose -The purpose of this paper is to further understanding of citizens' attitudes towards electronic government (e-government) and e-governance. Design/methodology/approach -A quantitative study was conducted of 3,000 citizens of a relatively prosperous town in South-East England. A 10 per cent response rate provided 302 completed questionnaires; 216 users of e-government portals and 86 non-users. Findings -Findings indicate that whilst interest in e-government is generally low overall, users appreciate personalisation, user-friendliness and the ability to communicate. Users and non-users perceive moderate value in e-government for knowledge acquisition and communication, but little as a vehicle of democratic engagement. Those using e-government frequently are more positive than other groups.Research limitations/implications -The relatively low-response rate (though not unusual for quantitative methods) suggests a general lack of interest; however users of e-government are appreciative of a few, key benefits. In relation to enhancing participation, the findings suggest that Government ambitions far outstrip those of its citizens. To improve usage, the authors propose that non-users need to be tempted online in a secure environment, that users should be provided with personalised pages in line with their expectations, that elected members should be encouraged to view with web as a means of reaching out to voters and that citizens should be educated in exploiting the potentially valuable online tools to enhance participation. The study is limited by the exclusive use of quantitative methods; the outcomes suggest that further, qualitative, research could be valuable in exploring user needs, motivations, competence, and level of political engagement. Originality/value -The paper adds insight into citizens' attitudes towards e-government and e-governance.

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Hong Kong consumers have embraced the web but appear reluctant to buy airline tickets online, suggesting that perceptions of risk outweigh perceived convenience. In this study we identify that both risk and convenience factors are associated strongly with willingness to purchase, particularly privacy, security and poor customer service, time savings, site usability and information provision. We identify further that the experienced shopper is only moderately satisfied and that satisfaction appears to be associated strongly with willingness to make further purchases. Overall, findings suggest that although consumers recognize a number of benefits, there is deep‐rooted resistance to buying this particular product online. The explanation may lie in a combination of the physical density of the Hong Kong market, love of the whole shopping experience and a desire to minimize risk. We conclude that to tempt consumers online airlines and agents must target the Hong Kong market with a clear value proposition which includes user‐friendly sites, streamlined payment procedures, on‐ and offline customer support, price‐related promotions and tailored offline services which reinforce online offerings.

We develop a framework to analyse the multi-level knowledge requirements of complex, major projects in terms of ambidexterity – the ability to exploit (refine existing knowledge) and explore (develop new knowledge). This is an important theme within the wider literature, yet practical operationalization methods for managers and researchers are not evident. We demonstrate the ambidexterity view through an illustrative case study of telecommunications delivery for the London 2012 Olympic Games and show how these concepts can be used to create an effective knowledge strategy. We offer a structure for the analysis of knowledge utilization in projects