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Full-Text Articles in Management Sciences and Quantitative Methods

Top Management Team Behavioral Integration, Organizational Ambidexterity, And Small Firms' Performance: The Moderating Effect Of Entrepreneurial Orientation, Huy Quang Tran Aug 2013

Top Management Team Behavioral Integration, Organizational Ambidexterity, And Small Firms' Performance: The Moderating Effect Of Entrepreneurial Orientation, Huy Quang Tran

Theses and Dissertations - UTB/UTPA

This dissertation research examines organizational ambidexterity (OA)–a concept first introduced in organizational learning literature and conceptualized as an interaction between exploration and exploitation–and its relationships with a managerial antecedent and an organizational outcome in the context of small businesses. Drawing on strategic choice and upper echelons theory, the present study suggests that top management team (TMT) behavioral integration plays a critical role in managing the interaction between exploration and exploitation. Specifically, this research proposes a positive association between TMT behavioral integration and OA. Furthermore, it suggests that small firms manage the interaction between exploration and exploitation differently depending on their …


Assessing The Impact Of Conflict-Type On Decision-Effectiveness In Top Management Teams: The Moderating Effect Of Attributions, Emotions, Conflict-Handling Behavior, And The Environment, Kevin J. Hurt May 2013

Assessing The Impact Of Conflict-Type On Decision-Effectiveness In Top Management Teams: The Moderating Effect Of Attributions, Emotions, Conflict-Handling Behavior, And The Environment, Kevin J. Hurt

Theses and Dissertations - UTB/UTPA

Conflict is considered a multi-dimensional concept conveying both constructive and destructive overtones. Within a strategic decision-making team, conflict can have positive and negative effects, which collectively are considered `paradoxical' because they can simultaneously lead to improved group decisions along with decreased member commitment. Decision quality and commitment to the decision are a requisite of high performance; yet, some suggest that these cannot co-exist because of conflict's paradoxical effects in the decision-making process. The early consensus on conflict research suggests that one form of conflict, i.e. cognitive, yields positive effects, whereas another form of conflict, i.e. affective, yields negative results. Not …