Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration

Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration

Summary for agile leaders

"Behavioural integration" (creating clarity and speaking with one voice) of CEOs and top management teams (TMT) in 139 SMEs is studied to find the impact of TMT's ambidextrous integration of contradictory knowledge processes. Such effects are hidden in the "excess fat" of large firms that insulates TMT members from dissonance (eg. redundant resources, layers of hierarchy, and overly-administrative processes).

Reviewed: 26 Dec 2022 by Russ Lewis
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Authors: 
Michael H. Lubatkin, Zeki Simsek, Yan Ling, John F. Veiga
Publication date: 
2006
DOI: 
10.1177/0149206306290712

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Abstract

While a firm's ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small-to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.

Cite as (Harvard referencing)

Lubatkin, M.H., Simsek, Z., Ling, Y., Veiga, J.F., 2006. Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration. Journal of Management 32, 646–672

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