Abstract

The current push towards increased innovation within the public sector calls for new approaches to IT Governance. However, recent findings highlight the aim to avoid trade-offs between innovation and efficiency through organisational ambidexterity. This paper reports a case study of ambidextrous IT Governance in two large government agencies. According to the findings, ambidextrous IT Governance is enacted through two separate but interrelated mechanisms that emerge simultaneously. In terms of exploitation, the “efficiency creep” mechanism creates a bias for efficiency — rather than innovation-oriented investments. In terms of exploration, the “shadow innovation” mechanism involves unsanctioned innovation activities. These two mechanisms interplay, in the enactment of ambidextrous IT Governance. The contribution of this study lies in theorising about how ambidextrous IT Governance is enacted in public sector organisations, and how efficiency creep and shadow innovation influence each other. This contribution aids future research and practice on public sector innovation and IT Governance.