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In this paper, we focus on how and when organizations adopt different types of ambidexterity to facilitate projects that operate with fundamentally different time scales compared with the dominant functions of the organization.

Using a comparative case study design, four case studies were conducted of long-term projects in two similar manufacturing plants within the same organization.

We found organizations first use structural and sequential ambidexterity in change efforts, during which new process knowledge is developed. When structural and sequential ambidexterity are not viable, change agents use this developed knowledge to support contextual ambidexterity. This contextual ambidexterity allows change agents to move between distinct time conceptions of event time and clock time.

One of the limitations of this study was that it only focused on two plants within one organization in order to control for variation. Future studies should look at a wider range of companies, technologies and industries.

While structurally and temporally decoupling change efforts help with differentiation of new technological change, there are limitations with these efforts. It is important to build an organization’s contextual ambidexterity as well as organizational supports to facilitate switching between clock time and event time.

This paper helps explain how and when organizations use different types of ambidexterity in resolving temporal conflicts when implementing longer-term technological change in fast-paced manufacturing settings.

Enhancing sustainable construction supply chain performance is crucial and can be achieved through supply chain integration, eco-design and digital transformation. This study aims to evaluate the impacts of supply chain integration, eco-design and digital transformation on the performance of construction supply chains.

This study uses the PLS-SEM model to analyze the data collected by survey. Experts’ evaluation also validated the results of the structural model.

Sustainable supply chain performance in construction projects is significantly impacted by supply chain integration, eco-design and digital transformation. The results also suggest that supply chain integration and eco-design can be enhanced by focusing on digital transformation.

Construction managers can enhance the performance of sustainable construction supply chains. This study contributes to the understanding of sustainable supply chain management in the construction sector, which is consistent with dynamic capacities theory.

Current research has not examined the roles of supply chain integration, eco-design and digital transformation in enhancing sustainable supply chain performance in the construction industry. These roles have been superficially considered in prior studies.