Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity

25 Pages Posted: 28 Sep 2010

See all articles by Qing Cao

Qing Cao

University of Connecticut - Department of Management

Zeki Simsek

University of Connecticut; University of Connecticut

Hongping Zhang

affiliation not provided to SSRN

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).

Suggested Citation

Cao, Qing and Simsek, Zeki and Simsek, Zeki and Zhang, Hongping, Modelling the Joint Impact of the CEO and the TMT on Organizational Ambidexterity. Journal of Management Studies, Vol. 47, Issue 7, pp. 1272-1296, November 2010, Available at SSRN: https://ssrn.com/abstract=1683698 or http://dx.doi.org/10.1111/j.1467-6486.2009.00877.x

Qing Cao

University of Connecticut - Department of Management ( email )

Storrs, CT 06269-1041
United States

Zeki Simsek

University of Connecticut ( email )

Storrs, CT 06269-1063
United States

University of Connecticut ( email )

Storrs, CT 06269-1041
United States

Hongping Zhang

affiliation not provided to SSRN ( email )

No Address Available

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