ABSTRACT
Public bureaucracies address challenging and complex problems by applying agile work practices when standard operating procedures or routines fail. In these situations, public managers need to decide whether to exploit existing bureaucratic routines or explore novel solutions through non-routine agile work practices. This study shows how public managers maneuver between different adoption decisions: (1) remain ambivalent and reject agile, (2) accommodate the needs of the bureaucracy and adjust agile work practices to align with administrative routines, or (3) adapt in an ambidextrous manner by becoming agile literate and choosing the appropriate work practices depending on the public management problem. This study contributes to the literature on agile governance by incorporating the notion of ambidexterity into the existing theory of 21st-century bureaucracy.