The Role of Top-team Diversity and Perspective Taking in Mastering Organizational Ambidexterity. (27th July 2016)

• Record Type: Journal Article
• Authors: Li, Ci-Rong
• Is Part Of: Management and organization review. Volume 12:Number 4(2016)
• Page Start: 769
• Page End: 794
• Publication Date: 2016-07-27
• Subjects: ambidextrous organization, -- perspective taking, -- team diversity, -- top management team, -- transformational leadership; Management -- China -- Periodicals; Industrial management -- China -- Periodicals; International business enterprises -- Management -- Periodicals; Management -- Periodicals; Organizational sociology -- Periodicals; 658.00951
• DOI: 10.1017/mor.2015.54
• Languages: English
• ISSNs: 1740-8776

Abstract

ABSTRACT: Although the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.