The impact of TMT knowledge diversity on organizational ambidexterity : a conceptual frameworkThe impact of TMT knowledge diversity on organizational ambidexterity : a conceptual framework
Faculty of Applied Economics
2012New York, N.Y., 2012
International studies of management and organization. - New York, N.Y.
42(2012):4, p. 8-26
University of Antwerp
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