Ambidexterity and Performance in Small-to Medium-Sized Firms : The Pivotal Role of Top Management Team Behavioral Integration - Archive ouverte HAL Accéder directement au contenu
Article Dans Une Revue Journal of Management Année : 2006

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

Zeki Simsek
  • Fonction : Auteur
Yan Ling
  • Fonction : Auteur
John F. Veiga
  • Fonction : Auteur

Résumé

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.
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Dates et versions

hal-02311781 , version 1 (06-12-2019)

Identifiants

  • HAL Id : hal-02311781 , version 1

Citer

Michael Lubatkin, Zeki Simsek, Yan Ling, John F. Veiga. Ambidexterity and Performance in Small-to Medium-Sized Firms : The Pivotal Role of Top Management Team Behavioral Integration. Journal of Management, 2006, 32, pp.646 P. ⟨hal-02311781⟩

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