The ambidexterity of a triad structure in consultant-involved lean projects: cases from Chinese SMEs

The existing literature on consultancy-involved lean projects identifies two ambidextrous consultancy models, i.e. hard management consultancy and soft management consultancy. This study aims to explore how consultants leverage these two ambidextrous consultancy models, especially in a triad structure of consultants, SME owners, and managers and from an organisational ambidexterity perspective. Based on four case studies of consultancy-involved lean projects in Chinese SMEs, this study identifies two scenarios of the triad relationships of consultants, owners and managers and two rationales behind the selection of two scenarios. It further reveals two approaches adopted by consultants in these two scenarios to achieve ambidexterity. In doing so, this study extends the understanding of consulting practices in SMEs by focusing on not only the relationship between consultants and SME owners but also the relationship between consultants and managers. Through the theoretical lens of organisational ambidexterity, it further sheds new light on the dynamic nature of the consultant-client relationship by unfolding consultants’ adoption of sequential and contextual ambidexterity approaches in two identified scenarios.