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Robust information technology infrastructures (ITI) are essential for organizations since they are the heart of almost every organization and are considered as key assets that play strategic roles and affect organizational performance. To cope with the effects of technological evolution, IT managers must have an articulated vision of their ITI as well as the ability to acquire, deploy, combine and reconfigure their ITI, i.e. dynamic IT capabilities. However, the underlying organizational actions of dynamic IT capabilities are difficult to identify and to circumscribe. Drawing on a Delphi study involving 29 IT management experts, this study has identified key organizational actions deployed to overcome the challenges related to the constant and rapid technological evolution to be agile. Overall, the experts emphasized the importance of collaboration, open culture, competencies, roadmap, standardization and monitoring of ITI to overcome the challenges and exploit the opportunities related to the constant and rapid technological evolution while fostering organizational agility.

Public sector organizations (PSOs) are facing important structural, financial, environmental, and technological pressures. To adapt and respond to this complex and changing environment, PSOs need to deploy new innovative and collaborative approaches to capture and capitalize on specialized knowledge coming from a wider number of contributors. Open innovation (OI) is one such promising approach. Drawing on a dynamic capabilities perspective and based on an analysis of 100 case study reports of OI initiatives, we identified 16 key organizational actions deployed by PSOs to implement OI initiatives. Data analysis showed that PSOs’ dynamic capabilities of sensing, seizing and transforming are enacted and collectively used to engage in OI initiatives through these 16 organizational actions. In virtually all of these organizational actions, information technology (IT) plays a key role either as a central support tool or as an outcome.

Managing information technology infrastructures (ITI) in an effective manner represents a major challenge for any organization and even more for public sector organizations (PSOs) that often lack IT resources and are constrained by tight budgets. Despite the importance of these challenges for practitioners, there is a limited number of studies in this field. Applying the organizational ambidexterity (AO) lens to analyze IT managers’ practices of ITI in public sector, with a specific emphasis on sourcing practices, the present study seeks to fill this gap. We present the outcomes of a Delphi study that involved 40 ITI experts from three sectors: public, private, and academic. Public sector practices of exploration-for-exploitation sourcing are discussed in this paper.

In the face of rapid and constant technological evolution, the management of IT infrastructures in an effective and sustainable manner represents a major challenge for any organization and even more for public sector organizations (PSOs) who often lack IT resources and expertise. PSOs are social and economic actors who must spend taxpayers' money in a responsible and efficient manner. Despite the importance of these challenges for practitioners and academics alike, there is a limited number of studies in this field. The present study seeks to fill this gap through a systematic review of the literature followed by a Delphi study. Outcomes of this literature review are presented along with preliminary results of a Delphi study realized with 40 IT infrastructure experts.