The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity
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).
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Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942 · cited 4×
“(March, 1991).”
InfluentialOrganizational Information Requirements, Media Richness and Structural Design
Daft, R. L., & Lengel, R. H. (1986) · Management Science · doi:10.1287/mnsc.32.5.554 · Cited by 9,868
Social Capital: Prospects for a New Concept
Adler, P. S., & Kwon, S.-W. (2002) · The Academy of Management Review · doi:10.2307/4134367 · Cited by 9,665 · cited 1×
“Consistent with previous research (Adler and Kwon, 2002; Cao et al., 2006; Collins and Clark, 2003), we conceptualize network extensiveness as ranging from high to low as an aggregate function of the CEO’s Q.”
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
He, Z.-L., & Wong, P.-K. (2004) · Organization Science · doi:10.1287/orsc.1040.0078 · Cited by 3,737
Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance
Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999) · Administrative Science Quarterly · doi:10.2307/2667029 · Cited by 2,971
Power in Top Management Teams: Dimensions, Measurement, and Validation
Finkelstein, S. (1992) · Academy of Management Journal · doi:10.5465/256485 · Cited by 2,389
Being in the Right Place: A Structural Analysis of Individual Influence in an Organization
Brass, D. J. (1984) · Administrative Science Quarterly · doi:10.2307/2392937 · Cited by 1,549
Cited by
Organizational Ambidexterity: Past, Present, and Future
O'Reilly, C. A., & Tushman, M. L. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2013.0025 · Cited by 2,580
Dynamic Managerial Capabilities: Review and Assessment of Managerial Impact on Strategic Change
Helfat, C. E., & Martin, J. A. (2015) · Journal of Management · doi:10.1177/0149206314561301 · Cited by 1,045
Innovating Beyond the Horizon: CEO Career Horizon, Top Management Composition, and R&D Intensity
Heyden, M. L. M., Reimer, M., & Van Doorn, S. (2017) · Human Resource Management · doi:10.1002/hrm.21730 · Cited by 164
Metadata
- Authors
- Cao, Q., Simsek, Z., & Zhang, H.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2009-09-23
- Volume
- 47
- Issue
- 7
- Pages
- 1272-1296
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W1964765358
- Cited by
- 314
- References
- 7
- FWCI
- 15.41
- Type
- journal article
- Language
- en
- Open access
- closed
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