@article {694,
	title = {Enabling Sustainable Improvement in IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {06/2013},
	pages = {28-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Firms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.},
	keywords = {capability maturity assessment, IT capability, IT entrepreneurship, IT function, process ambidexterity, process maturity, sustainable metrics},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/694},
	url = {http://timreview.ca/article/694},
	author = {Paul E. Renaud and Sheppard D. Narkier and Sonia D. Bot}
}
@article {626,
	title = {Enabling Process Alignment for IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {13-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {All firms use information technology (IT). Larger firms have IT organizations whose business function is to supply and manage IT infrastructure and applications to support the firm{\textquoteright}s business objectives. Regardless of whether the IT function has been outsourced or is resident within a firm, the objectives of the IT organization must be aligned to the strategic needs of the business.

It is often a challenge to balance the demand for IT against the available supply within the firm. Most IT organizations have little capacity to carry out activities that go beyond the incremental ones that are needed to run the immediate needs of the business. A process-ambidexterity framework for IT improves the IT organization{\textquoteright}s entrepreneurial ability, which in turn, better aligns the IT function with the business functions in the firm.

Process ambidexterity utilizes both process alignment and process adaptability. This article presents a framework for process alignment in IT. This is useful for understanding how the processes in Business Demand Management, a core component of the process-ambidexterity framework for IT, relate to those in IT Governance and IT Supply Chain Management. The framework is presented through three lenses (governance, business, and technology) along with real-world examples from major firms in the USA. Enabling process alignment in the IT function, and process ambidexterity overall, benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.},
	keywords = {exploitation, exploration, IT function, process alignment, process ambidexterity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/626},
	url = {http://timreview.ca/article/626},
	author = {Paul E. Renaud and Sonia D. Bot}
}
