TMT Behavior Integration, TMT Heterogeneity and Ambidexterity of Organization—Based on Data from Small and Medium Enterprises

Abstract

Constructing the ambidexterity of organization is a common strategy that an enterprise should consider in a fierce competitive environment. Despite much research on channels and modes used to build the ambidexterity of organization, it is still not yet explicit in some fields. Drawing on the literature of organizational ambidexterity, TMT (top management team) behavior integration and TMT heterogeneity, this study develops a theoretical model explaining the relationships among the three factors from different perspectives. Using the hierarchical regression method and survey data from 122 SMEs in China, the author finds that (1) TMT behavior integration and TMT heterogeneity have positive impacts on ambidexterity, (2) TMT heterogeneity moderates the relationship between TMT behavior integration and the combined dimension of ambidexterity (CD), and (3) TMT heterogeneity does not moderate the relationship between TMT behavior integration and the balanced dimension of ambidexterity (BD).