How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity |
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Authors: | Abraham Carmeli Meyrav Yitzack Halevi |
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Institution: | 1. Graduate School of Business Administration, Bar-Ilan University, Ramat-Gan 52900, Israel;2. MIT, Sloan School of Management, E52-564, Cambridge, MA 02142-1347, USA |
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Abstract: | Little is known about how top management teams (TMTs) make balanced strategic decisions (exploration and exploitation) and spearhead organizational ambidexterity. To address the theoretical call to explore how TMTs can help create ambidexterity, we propose a theoretical model where TMT behavioral integration cultivates behavioral complexity in a TMT that can build organizational ambidexterity. Further, we argue that the relationship between TMT behavioral complexity and organizational ambidexterity is moderated by contextual ambidexterity. Drawing on research in the areas of leadership, TMT, organizational context and ambidexterity, we explore implications for future research. |
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