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The Impact of the Top Management Team's Knowledge Diversity on Organizational Ambidexterity

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  • Tine Buyl
  • Christophe Boone
  • Paul Matthyssens

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.

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  • Tine Buyl & Christophe Boone & Paul Matthyssens, 2012. "The Impact of the Top Management Team's Knowledge Diversity on Organizational Ambidexterity," International Studies of Management & Organization, Taylor & Francis Journals, vol. 42(4), pages 8-26, January.
    • Handle: RePEc:taf:mimoxx:v:42:y:2012:i:4:p:8-26
    DOI: 10.2753/IMO0020-8825420401
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    Cited by:

    1. Ahmad AbuZaid, 2016. "Testing the Impact of Strategic Leadership on Organizational Ambidexterity: A Field Study on the Jordanian Chemical Manufacturing Companies," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(5), pages 328-328, April.

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