The power of knowledge management: how top management team bricolage boosts ambidexterity and performance

Abstract

Purpose This paper aims to explore the relationship between top management team bricolage and performance and also examines unit ambidexterity's mediating role. More essentially, to understand the black box of organizational knowledge dynamism, a multilevel moderated mediating model is established by exploring the effects of two firm-level moderators, namely, potential absorptive capacity and realized absorptive capacity. Design/methodology/approach To test the cross-level moderated mediation model, this study used multisource data from 90 R&D units in 45 Taiwanese manufacturing firms through two-wave surveys and retrieving the archival data for assessing unit performance. Findings This study’s evidence revealed that unit-level ambidexterity mediates the effect between firm-level top management teams’ (TMT) bricolage and unit-level performance. This study also found that firm-level potential absorptive capacity positively moderates the effect between firm-level TMT bricolage and unit-level ambidexterity. Moreover, firm-level realized absorptive capacity strengthens the indirect relationships between firm-level TMT bricolage and unit-level performance via unit-level ambidexterity. The findings shed light on how and why TMT bricolage influences unit ambidexterity and performance in knowledge-intensive sectors. Originality/value This paper adds to the existing knowledge-based theory literature by disentangling the association between top management team bricolage and unit performance and identifying the pivotal role of absorptive capacity at both the firm and unit levels.

Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES

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Intra-organizational knowledge sharing, ambidexterity and firm performance: evaluating the role of knowledge quality

“…For example, Gibson and Birkinshaw (2004) assessed 4,195 managers and nonmanagers within 41 different business units during a three-year period and concluded that business units that exhibited ambidextrous behavior performed better than those that did not. Additionally, according to Chang et al (2022), ambidexterity plays a mediating role between top management’s diversity and organizational units’ performance. Exploration and exploitation activities are also crucial prerequisites for performance of family firms (Hughes et al , 2018).…”

Knowledge management capability and organizational performance: a moderated mediation model of environmental dynamism and opportunity recognition

“…It can be done by successfully adopting and applying innovation and current market knowledge (Chiu and Chen, 2016;AlMulhim, 2021a). At present day, Knowledge management capability and performance knowledge has become an important reserve and source for strengthening organizational performance (Manfredi Latilla et al, 2018;Chang et al, 2022). According to Grant (2015), organizations prerequisite to be prepared with improved resources and capabilities than their rivals to reservation of their competitive benefits in the vibrant market system.…”