Top management team diversity and ambidexterity: The contingent role of shared responsibility and CEO cognitive trust

García-Granero, Ana; Fernández‐Mesa, Anabel; Jansen, Justin J. P.; Vega-Jurado, Jaider

doi:10.1016/j.lrp.2017.11.001

Cited by 60 publications

(49 citation statements)

References 62 publications

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“…This is a reasonable amendment because family members who are part of top management generally have different experience and goals than nonfamily members (De Massis, Kotlar, et al, 2015;Miller et al, 2014), and their family-specific goals are likely to influence their strategic decisions. Research has repeatedly produced ambiguous results regarding the effects of diversity on organizational outcomes, such as innovation in general and organizational ambidexterity decisions in particular (García-Granero et al, 2018). While the debate is still ongoing, research seems to converge on the idea that diversity benefits creative tasks (Mello & Rentsch, 2015;Milliken & Martins, 1996;Shin et al, 2012) but hampers routine tasks (Mansoor et al, 2013;Watson et al, 1993).…”

Section: Diversity Research As a Theoretical Basis For Understanding mentioning

confidence: 99%

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Kammerlander

Patzelt

Behrens

et al. 2020

Family Business Review

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Organizational ambidexterity is vital for family firms’ long-term success, yet we still lack sufficient insights into the role of family involvement in top management in this context. Building on research on family firm innovation and diversity, we argue there are curvilinear relationships between family involvement in top management and exploration, exploitation, and organizational ambidexterity. We further propose that these (inverse) U-shaped relationships are affected by family CEOs’ family-centered noneconomic goals. Multisource data on 109 family-managed firms support most of our hypotheses and provide a nuanced understanding of how diversity within top management affects family firms’ innovative behavior.

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Section: Diversity Research As a Theoretical Basis For Understanding mentioning

confidence: 99%

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Kammerlander

Patzelt

Behrens

et al. 2020

Family Business Review

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“…functional diversity, educational diversity) and non-job related (e.g. age or gender diversity), is enormous, but each of them is linked to certain specific psychological factors (García-Granero et al, 2017). In that sense, executive tenure is a demographic characteristic associated with three main psychological factors: commitment to the status quo, risk aversion and limited information processing (Finkelstein et al, 2009).…”

Section: Smes Ambidexterity and Tmt Tenure Diversitymentioning

confidence: 99%

Improving the likelihood of SME survival during financial and economic crises: The importance of TMTs and family ownership for ambidexterity

Dolz

Iborra

Safón

2019

BRQ Business Research Quarterly

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In the context of an economic and financial crisis characterized by scarce munificence and high uncertainty, we examine the role of organizational ambidexterity in SMEs survival, and the TMT and ownership characteristics that influence ambidexterity. Our analysis of Spanish manufacturing SMEs in the context of an international economic crisis suggests that: (1) firm survival is associated with ambidexterity; (2) diversity in TMT tenure improves firm ambidexterity and (3) a negative effect exists between family ownership and ambidexterity, but (4) a positive effect exists between family ownership and survival. This study contributes to our understanding of the antecedents of SME ambidexterity by providing a theoretical model that combines the arguments of upper-echelons theory with those found in family-firm research offering an extended view of corporate elites in SMEs. Our research highlights and provides support to the superiority of ambidexterity for survival under external (crisis) and internal (SMEs) restrictions.

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“…Across the employee level, scholars have for example been interested in understanding the role of top-managers/executives in actualising ambidexterity (García-Granero et al 2017). More recent studies by Zimmermann et al (2018) provides very intriguing insights into on top-managers/executives in actualising ambidexterity by suggesting that as against general conventional understanding on the role of top-managers/executives in actualising ambidexterity, it is in fact frontline managers (such as project managers) that perhaps the more proactive and central role in enacting ambidexterity.…”

Section: Levels Of Ambidexterity: Frommentioning

confidence: 99%

Organizational ambidexterity: using project portfolio management to support project-level ambidexterity

Petro¹,

Ojiako

Williams

et al. 2019

Production Planning & Control

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The aim of this study is to assess the ability of project portfolio management practices to support the pursuit of ambidexterity at the project level through engagement with specific dimensions and mechanisms. The focus is on examining the operating/business model and challenges that are imposed on the firms, but deemed resolvable through the simultaneous pursuit of multiple projects emphasising contradictory strategic goals. Data are obtained from multiple exploratory interviews of senior executives involved in project-level activities who were drawn from twelve case organisations in the Middle East. The study finds evidence of four forms of ambidexterity dimensions and mechanisms. Analysis undertaken against operating/business model and challenges of these dimensions and mechanisms of ambidexterity suggests that they are not only interrelated , but do so at various organisational levels.

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Top management team diversity and ambidexterity: The contingent role of shared responsibility and CEO cognitive trust

Cited by 60 publications

References 62 publications

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Improving the likelihood of SME survival during financial and economic crises: The importance of TMTs and family ownership for ambidexterity

Organizational ambidexterity: using project portfolio management to support project-level ambidexterity

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