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Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework
Author(s) -
Mihalache Oli R.,
Jansen Justin J. P.,
Van den Bosch Frans A. J.,
Volberda Henk W.
Publication year - 2014
Publication title -
strategic entrepreneurship journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 5.061
H-Index - 46
eISSN - 1932-443X
pISSN - 1932-4391
DOI - 10.1002/sej.1168
Subject(s) - ambidexterity , mediation , business , knowledge management , enabling , moderated mediation , leadership style , sample (material) , psychology , sociology , social psychology , computer science , social science , chemistry , chromatography , psychotherapist
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. Copyright © 2013 Strategic Management Society.