Bibliographic Details
| Title: |
Top management team diversity in fostering organizational ambidexterity: Examining TMT integration mechanisms. |
| Authors: |
Li, Ci-Rong1 |
| Source: |
Innovation: Management, Policy & Practice. Dec2014, Vol. 16 Issue 3, p303-322. 20p. |
| Subjects: |
Senior leadership teams, Organizational research, Strategic planning, Knowledge management, Business models |
| Abstract: |
Combining the upper echelons theory and intra-group conflict view, this paper argues that diverse teams have a dual nature that simultaneously facilitates and hinders organizational ambidexterity. This study suggests that establishing a governance mechanism to manage the dual impact of team diversity is crucial. This study is based on a questionnaire survey and analysis using a sample of 196 firms in China. The findings show that team diversity not only positively influences organizational ambidexterity through strategic planning processes but impedes ambidexterity through intra-group conflicts. The results also show that senior team integration mechanisms increase the ability of top executives to manage the ambiguous effect of diversity to facilitate organizational ambidexterity. [ABSTRACT FROM AUTHOR] |
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| Database: |
Engineering Source |
