Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
888214 | The Leadership Quarterly | 2009 | 12 Pages |
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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Authors
Abraham Carmeli, Meyrav Yitzack Halevi,