Publication
Title
The impact of TMT knowledge diversity on organizational ambidexterity : a conceptual framework
Author
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
Language
English
Source (journal)
International studies of management and organization. - New York, N.Y.
Publication
New York, N.Y. : 2012
ISSN
0020-8825
Volume/pages
42:4(2012), p. 8-26
UAntwerpen
Faculty/Department
Research group
Publication type
Subject
Affiliation
Publications with a UAntwerp address
External links
VABB-SHW
Record
Identification
Creation 29.04.2013
Last edited 11.12.2015
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