Top management team shared leadership and organizational ambidexterity: A moderated mediation framework

Oli R. Mihalache, Justin J.P. Jansen, Frans A.J. Van den Bosch, Henk W. Volberda

Research output: Contribution to journalJournal Articlepeer-review

174 Citations (Scopus)

Abstract

This study proposes top management team (TMT) shared leadership as an important enabler of organizational ambidexterity. Moreover, we examine both how and when TMT shared leadership enhances organizational ambidexterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure (i.e., connectedness and centralization of decision making) as important contingencies. We test our moderated mediation framework using time-lagged data from a cross-industry sample of 202 firms. We discuss how our findings extend strategic entrepreneurship, ambidexterity, and leadership research and provide implications for practice.

Original languageEnglish
Pages (from-to)128-148
Number of pages21
JournalStrategic Entrepreneurship Journal
Volume8
Issue number2
DOIs
Publication statusPublished - Jun. 2014

Keywords

  • Ambidexterity
  • Centralization
  • Connectedness
  • Cooperative conflict management style
  • Decision-making comprehensiveness
  • TMT shared leadership

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