Organizational ambidexterity, or the combination of exploratory and exploitative organizational behavior, is believed to be a key precursor for long-term organizational success. In this study, we explore the impact of the composition of the top management team (TMT), in particular the heterogeneity in the TMT members' knowledge bases (i.e., TMT knowledge diversity), on the organization's ambidextrous behavior. We propose that this relationship is mediated by a TMT attention focus that balances exploratory and exploitative issues. Furthermore, we suggest that the relationship between TMT knowledge diversity and the balance in the TMT's attention focus is moderated by TMT behavioral integration, chief executive officer power/dominance, and chief executive officer narcissism. © 2013 M.E. Sharpe, Inc. All rights reserved.

Buyl, T., Boone, C., Matthyssens, P. (2012). The impact of the top management team's knowledge diversity on organizational ambidexterity: A conceptual framework. INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION, 42(4), 8-26 [10.2753/IMO0020-8825420401].

The impact of the top management team's knowledge diversity on organizational ambidexterity: A conceptual framework

Matthyssens P.
2012

Abstract

Organizational ambidexterity, or the combination of exploratory and exploitative organizational behavior, is believed to be a key precursor for long-term organizational success. In this study, we explore the impact of the composition of the top management team (TMT), in particular the heterogeneity in the TMT members' knowledge bases (i.e., TMT knowledge diversity), on the organization's ambidextrous behavior. We propose that this relationship is mediated by a TMT attention focus that balances exploratory and exploitative issues. Furthermore, we suggest that the relationship between TMT knowledge diversity and the balance in the TMT's attention focus is moderated by TMT behavioral integration, chief executive officer power/dominance, and chief executive officer narcissism. © 2013 M.E. Sharpe, Inc. All rights reserved.
Articolo in rivista - Articolo scientifico
CEO Succession; Chief Executive Officer; Top Management Teams;
English
2012
42
4
8
26
none
Buyl, T., Boone, C., Matthyssens, P. (2012). The impact of the top management team's knowledge diversity on organizational ambidexterity: A conceptual framework. INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION, 42(4), 8-26 [10.2753/IMO0020-8825420401].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/314534
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