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Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity

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  • Qing Cao
  • Zeki Simsek
  • Hongping Zhang

Abstract

While researchers continue to debate how firms might attain ambidexterity, recent research demonstrates that top management teams (TMTs) play a pivotal role. We enrich this line of inquiry by specifying a model that blends the effect of the CEO and the TMT on ambidexterity. Specifically, given the importance of networking and building social capital to the access of timely, valuable, and diverse information, we first envision that the CEO's network extensiveness will positively impact ambidexterity. Next, we argue that this impact will be bolstered when the CEO-TMT interactional interface, including communication richness, functional complementarity, and power decentralization, enable the entire TMT to process disparate information demands essential to attaining ambidexterity. We test and find general support for our model using multi-source survey data from 122 small- to medium-sized enterprises (SMEs). Copyright (c) 2009 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

Suggested Citation

  • Qing Cao & Zeki Simsek & Hongping Zhang, 2010. "Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1272-1296, November.
  • Handle: RePEc:bla:jomstd:v:47:y:2010:i:7:p:1272-1296
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    References listed on IDEAS

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    Cited by:

    1. Dasí, Àngels & Iborra, María & Safón, Vicente, 2015. "Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs," International Business Review, Elsevier, vol. 24(1), pages 77-88.
    2. Céline Bérard & Séverine Saleilles, 2016. "Sustainability-driven entrepreneurship and high-growth SME: How to combine Davids’ and Goliaths’ worlds?," Post-Print halshs-01459141, HAL.
    3. Bonesso, Sara & Gerli, Fabrizio & Scapolan, Annachiara, 2014. "The individual side of ambidexterity: Do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?," European Management Journal, Elsevier, vol. 32(3), pages 392-405.
    4. O'Reilly, Charles A., III & Tushman, Michael L., 2013. "Organizational Ambidexterity: Past, Present and Future," Research Papers 2130, Stanford University, Graduate School of Business.
    5. Justin J. P. Jansen & Konstantinos C. Kostopoulos & Oli R. Mihalache & Alexandros Papalexandris, 2016. "A Socio-Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours," Journal of Management Studies, Wiley Blackwell, vol. 53(6), pages 939-965, September.
    6. Hao-Chieh Lin & Trang Thi Ha Dang & Yu-Sheng Liu, 2016. "CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism," Asia Pacific Journal of Management, Springer, vol. 33(4), pages 981-1008, December.

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