Top management team diversity in fostering organizational ambidexterity: Examining TMT integration mechanisms.
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| Title: | Top management team diversity in fostering organizational ambidexterity: Examining TMT integration mechanisms. |
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| 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] |
| Copyright of Innovation: Management, Policy & Practice is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Engineering Source |
| FullText | Links: – Type: pdflink Text: Availability: 0 |
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| Header | DbId: egs DbLabel: Engineering Source An: 99801273 AccessLevel: 6 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Top management team diversity in fostering organizational ambidexterity: Examining TMT integration mechanisms. – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Li%2C+Ci-Rong%22">Li, Ci-Rong</searchLink><relatesTo>1</relatesTo> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="JN" term="%22Innovation%3A+Management%2C+Policy+%26+Practice%22">Innovation: Management, Policy & Practice</searchLink>. Dec2014, Vol. 16 Issue 3, p303-322. 20p. – Name: Subject Label: Subjects Group: Su Data: <searchLink fieldCode="DE" term="%22Senior+leadership+teams%22">Senior leadership teams</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+research%22">Organizational research</searchLink><br /><searchLink fieldCode="DE" term="%22Strategic+planning%22">Strategic planning</searchLink><br /><searchLink fieldCode="DE" term="%22Knowledge+management%22">Knowledge management</searchLink><br /><searchLink fieldCode="DE" term="%22Business+models%22">Business models</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: 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] – Name: AbstractSuppliedCopyright Label: Group: Ab Data: <i>Copyright of Innovation: Management, Policy & Practice is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.) |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=egs&AN=99801273 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1080/14479338.2014.11081990 Languages: – Code: eng Text: English PhysicalDescription: Pagination: PageCount: 20 StartPage: 303 Subjects: – SubjectFull: Senior leadership teams Type: general – SubjectFull: Organizational research Type: general – SubjectFull: Strategic planning Type: general – SubjectFull: Knowledge management Type: general – SubjectFull: Business models Type: general Titles: – TitleFull: Top management team diversity in fostering organizational ambidexterity: Examining TMT integration mechanisms. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Li, Ci-Rong IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 12 Text: Dec2014 Type: published Y: 2014 Identifiers: – Type: issn-print Value: 14479338 Numbering: – Type: volume Value: 16 – Type: issue Value: 3 Titles: – TitleFull: Innovation: Management, Policy & Practice Type: main |
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