Purpose Ambidexterity has been shown to contribute to project performance. Recent studies of ambidexterity on the project level focus on multilevel knowledge resources, individual actions and structural ambidexterity. However, the role of project management methods remains unclear. This is surprising because project management methods are broadly disseminated as standards. The purpose of this paper is to theorize how project management methods affect ambidexterity on the project level. Design/methodology/approach It is demonstrated how routine theory adds to a better theoretical conceptualization and understanding of project management methods. The analysis of this paper contains, first, the reconstruction of the contribution of each action in “Scrum” to either exploitation or exploration and, second, the discussion of roles in Scrum. To conclude, a “big picture” of what ambidexterity in projects can look like is developed. Findings The main findings suggest that Scrum facilitates sequential and contextual ambidexterity by producing a pattern of alternating exploitation and exploration actions and by assigning specific roles. Practical implications For practitioners this leads to steps they can take to enhance ambidexterity in projects. It is suggested to staff explicitly ambidexterity-related roles like a Scrum Master and to persist on explorative actions like adaption of project goals and Customer Feedback. Originality/value First, the present paper contributes an analysis of the underlying micro-mechanisms of sequential and contextual ambidexterity in projects. Second, it informs practitioners on what aspects of project management methods they should pay attention to.
Hot carriers in semiconductor or metal nanostructures are relevant, for instance, to enhance the activity of oxide-supported metal catalysts or to achieve efficient photodetection using ultrathin semiconductor layers. Moreover, rapid collection of photoexcited hot carriers can improve the efficiency of solar cells, with a theoretical maximum of 85%. Because of the long lifetime of secondary excited electrons, graphene is an especially promising two-dimensional material to harness hot carriers for solar-to-electricity conversion. However, the photoresponse of thus far realized graphene photoelectric devices is mainly governed by thermal effects, which yield only a very small photovoltage. Here, we report a Gr-TiO-Ti heterostructure wherein the photovoltaic effect is predominant. By doping the graphene, the open circuit voltage reaches values up to 0.30 V, 2 orders of magnitude larger than for devices relying upon the thermoelectric effect. The photocurrent turned out to be limited by trap states in the few-nanometer-thick TiO layer. Our findings represent a first valuable step toward the integration of graphene into third-generation solar cells based upon hot carrier extraction.
In der Management- und Organisationsforschung hat die Systemtheorie einen festen Platz. Allerdings ist oft unklar, über welche Systemtheorie man überhaupt spricht und wie damit Organisationen analysiert werden können. Dieser Beitrag verschafft daher einen Überblick über unterschiedliche Ausprägungen sowie ein Grundverständnis der sozialwissenschaftlichen Systemtheorie. Dabei werden wichtige Aussagen zu Organisationen als praktische Ansatzpunkte für Organisationsberater:innen vorgestellt.
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