Ambidexterity in SBUs: TMT Behavioral Integration and Environmental Dynamism

Meyrav Yitzhack Halevi; Abraham Carmeli; Nir N. Brueller

doi:10.1002/hrm.21665

Ambidexterity in SBUs: TMT Behavioral Integration and Environmental Dynamism

Meyrav Yitzhack Halevi, Abraham Carmeli, Nir N. Brueller

Research output: Contribution to journal › Article › peer-review

Abstract

This study seeks to advance previous research by linking top management team (TMT) processes to organizational ambidexterity, and highlights the importance of environmental dynamism as a boundary condition on the effectiveness of TMTs in promoting balance between exploratory and exploitative learning. The findings from multiple respondents (245 TMT members, including the CEO of the SBUs, and 883 employees) in 101 small-sized strategic business units (SBUs) with a defined product line indicate that TMT behavioral integration helps build ambidexterity, but that the influence of TMT behavioral integration on ambidexterity is stronger when the task environment is characterized by a high level of dynamism. These findings contribute to a better understanding of the conditions under which behaviorally integrated TMTs are able to pursue an ambidextrous orientation in relatively small-sized units.

Original language	English
Pages (from-to)	s223-s238
Journal	Human Resource Management
Volume	54
DOIs	https://doi.org/10.1002/hrm.21665
State	Published - 1 Dec 2015
Externally published	Yes

Bibliographical note

Publisher Copyright:
© 2015 Wiley Periodicals, Inc.

Keywords

Ambidexterity
Balance
Behavioral integration
Exploitation
Exploration
Top management teams

ASJC Scopus subject areas

Applied Psychology
Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1002/hrm.21665

Cite this

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Ambidexterity in SBUs: TMT Behavioral Integration and Environmental Dynamism

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

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