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.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Studies of Management & Organization
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
