A növekedéssel kapcsolatos kihívások és kontextuális kettős képesség

A felső vezetők (TMT) integráltságának vizsgálata

Authors

DOI:

https://doi.org/10.14267/VEZTUD.2021.09.03

Keywords:

contextual ambidexterity, growing pains, Top Management Team (TMT)

Abstract

Adaptation and growth require an organization that is able to handle contradictions: stability and renewal, exploitation and exploration. Researchers have suggested that firms must seek to achieve some form of ambidexterity (simultaneous exploration and exploitation). Top managers play an extremely important role in facilitating ambidexterity by creating a supportive organizational context. This study examines how the integration of the top management team affects the presence of “growing pains”, i.e., perceived symptoms of organizational dysfunctions created by excessive growth. The pilot results of a large-scale survey show that firms with disintegrated management have significantly higher levels of stress, disorganization, and tensions. Authors surveyed Hungarian firm’s top managers, with each firm in the sample providing three top managers, then cluster analysis and paired independent T-tests were conducted.

Downloads

Download data is not yet available.

Author Biographies

Dávid Taródy, Corvinus University of Budapest

Senior Assistant Lecturer

Adrienn Ferincz, Corvinus University of Budapest

Assistant Lecturer

Zoltán Kárpáti, Corvinus University of Budapest

PhD Student

References

Amankwah-Amoah, J. & Adomako, S. (2021). The effects of knowledge integration and contextual ambidexterity on innovation in entrepreneurial ventures, Journal of Business Research, 127(April), 312–321. https://doi.org/10.1016/j.jbusres.2021.01.050

Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.

Bartlett, C. A. & Ghoshal, S. (1989). Managing across borders: The transnational solution. Cambridge, MA: Harvard Business School Press.

Birkinshaw, J. & Gupta, K. (2013). Clarifying The Distinctive Contribution of Ambidexterity to the Field of Organization Studies. Academy of Management Perspectives, 27(4), 287-298. https://doi.org/10.5465/amp.2012.0167

Bromiley, P. & Rau, D. (2016). Social, behavioral, and cognitive influences on upper echelons during strategy process: a literature review. Journal of Management, 42(1), 174-202. https://doi.org/10.1177/0149206315617240

Brown, S. L. & Eisenhardt, K. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34. https://doi.org/10.2307/2393807

Brown, S. L., & Eisenhardt, K. (1998). Competing on the edge: Strategy as structured chaos. Cambridge, MA: Harvard Business School Press.

Burgelman, R. A. (2002). Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly, 47(2), 325-357. https://doi.org/10.2307/3094808

Burgelman, R.A. (1991). Intraorganisational Ecology of Strategy Making and Organizational Adaption: Theory and Field Research. Organizational Science, 2(3), 239-262. https://doi.org/10.1287/orsc.2.3.239

Carmeli, A. (2008). Top management team behavioral integration and the performance of service organizations. Group & Organization Management, 33(6), 712−735. https://doi.org/10.1177/1059601108325696

Carmeli, A. & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207-218. https://doi.org/10.1016/j.leaqua.2009.01.011

Chen, J. & Liu, L. (2020). Reconciling temporal conflicts in innovation ambidexterity: the role of TMT temporal leadership. Journal of Knowledge Management, 24(8), 1899-1920. https://doi.org/10.1108/JKM-10-2019-0555

Chen, J., Miller, D. & Chen, M-J. (2019). Top management team time horizon blending and organizational ambidexterity. Strategic Organization, 19(2), 183-206. https://doi.org/10.1177/1476127019883669

Csedő, Z., Zavarkó, M. & Sára, Z. (2019). Tudásmenedzsment és stratégiai kettős képesség – Felsővezetői döntések elemzése az innovációs stratégia megvalósítása során. Vezetéstudomány, 50(3), 36-49. https://doi.org/10.14267/VEZTUD.2019.03.04

Dewar, R. D. & Dutton, J. E. (1986). The adoption of radical and incremental innovations: An empirical analysis. Management Science, 32(11), 1422-1433. https://doi.org/10.1287/mnsc.32.11.1422

Fauchart, E. & Keilbach, M. (2009). Testing a model of exploration and exploitation as innovation strategies. Small Business Economics, 33(3), 257–272. https://doi.org/10.1007/s11187-008-9101-6

Flamholtz, E.F. & Hua, W. (2002). Strategic Organizational Development, Growing Pains and Corporate Financial Performance. European Management Journal, 20(5), 527-536. https://doi.org/10.1016/s0263-2373(02)00098-1

Flamholtz, E.G. & Kurland, S. (2005). Strategic Organizational Development, Infrastructure, and Financial Performance: An Empirical Investigation. International Journal of Entrepreneurship Education, 3(2), 117-142. https://doi.org/10.1016/S1474-7871(05)14006-4

Flamholtz, E.G. & Randle, Y. (2016). Growing Pains: Building Sustainably Successful Organizations. Hoboken, New Jersey: Wiley. https://doi.org/10.1002/9781119176466.ch2

Floyd, S. & Lane, P. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177. https://doi.org/10.2307/259268

Georgakakis, D., Greve, P., & Ruigrok, W. (2017). Top management team faultlines and firm performance: Examining the CEO-TMT interface. The Leadership Quarterly, 28(6), 741-758. https://doi.org/10.1016/j.leaqua.2017.03.004

Ghoshal, S. & Bartlett, C. (1994). Linking organizational context and managerial action: The dimensions of quality in management. Strategic Management Journal, 15(S2), 91-112. https://doi.org/10.1002/smj.4250151007

Gibson, C.B. & Birkinshaw, J. (2004). The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 47(2), 209-226. https://doi.org/10.5465/20159573

Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50, 37-46. Gupta, A. K., Smith, K. G. & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706. https://doi.org/10.5465/amj.2006.22083026

Hambrick, D. C. (1994). Top management groups: A conceptual integration and reconsideration of the ‘team’ label. In B. M. Staw and L. L. Cummings (Eds.), Research in organizational behavior (171−214). Greenwich, Connecticut: JAI Press.

Hortoványi L. (2012). Entrepreneurial Management. Budapest: Aula Kiadó.

Hortoványi, L., Füzes, P. & Szabó, Zs. R. (2019). A szervezeti figyelem irányítása kettős képességű szervezetben. Vezetéstudomány, 50(10), 74-86. https://doi.org/10.14267/VEZTUD.2019.10.07

Jansen, J. J. P., George, G., Van den Bosch, F. A. & Volberda, H. W. (2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007. https://doi.org/10.1111/j.1467-6486.2008.00775.x

Korvaka, O., Lockettb, A., Haytonb, J., Nicolaoud, N. & Moleb, K. (2017). Disentangling the antecedents of ambidexterity: exploration and exploitation. Research Policy, 47(2), 413-427. https://doi.org/10.1016/j.respol.2017.12.003

Laplume, A. O. & Dass, P. (2012). Exploration and exploitation for various stages of firm growth through diversification. Paper presented at the annual meetings of the Academy of Management, Boston, August of 2012.

Lawrence, E.T., Tworoger, L., Ruppel, C.P. & Yurova, Y. (2021). TMT leadership ambidexterity: balancing exploration and exploitation behaviors for innovation. European Journal of Innovation Management, (ahead of print), 1460-1060. https://doi.org/10.1108/EJIM-07-2020-0275

Levinthal, D. (1997). Adaptation on rugged landscapes. Management Science, 43(7), 934-950. https://doi.org/10.1287/mnsc.43.7.934

Levinthal, D. & March, J. (1993). Myopia of learning. Strategic Management Journal, 14(S2), 95-112. https://doi.org/10.1002/smj.4250141009

Li, C.-R., Lin, C.-J. & Tien, Y.-H. (2015). CEO transformational leadership and top manager ambidexterity: An empirical study in Taiwan SMEs. Leadership & Organization Development Journal, 36(8), 927-954. https://doi.org/10.1108/LODJ-03-2014-0054

Li, H., & Zhang, Y. (2002). Founding team comprehension and behavioral integration: Evidence from new technology ventures in China. Academy of Management, Best Paper Proceedings. https://journals.aom.org/doi/pdf/10.5465/apbpp.2002.7516611

Lubatkin, M. H., Simsek, Z., Ling, Y. & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672. https://doi.org/10.1177/0149206306290712

Luo, B., Zheng, S., Ji, H. & Liang, L. (2018). Ambidextrous leadership and TMT-member ambidextrous behavior: the role of TMT behavioral integration and TMT risk propensity. International Journal of Human Resource Management, 29(2), 338-359. https://doi.org/10.1080/09585192.2016.1194871

March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. https://doi.org/10.1287/orsc.2.1.71

Martin, A., Keller, A. & Fortwengel, J. (2019). Introducing conflict as the microfoundation of organizational ambidexterity. Strategic Organization, 17(1), 38-61. https://doi.org/10.1177/1476127017740262

Mathias, B.D., Mckenny, A.F. & Crook, T.R. (2017). Managing the tensions between exploration and exploitation: The role of time. Strategic Entrepreneurship Journal, 12(3), 316–334. https://doi.org/10.1002/sej.1287

Mihalache, O., Jansen, J., Van Den Bosch, F. & Volberda, H.W. (2014). Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework. Strategic Entrepreneurship Journal, 8(2), 128-148. https://doi.org/10.1002/sej.1168

Mom, T. J. M., Van Den Bosch, F. A. J. & Volberda, H. W. (2007). Investigating Managers’ Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. Journal of Management Studies, 44(6), 910-931. https://doi.org/10.1111/j.1467-6486.2007.00697.x

Mooney, A.C., & Sonnenfeld, J. (2001). Exploring antecedents to conflict during strategic decision making: The importance of behavioral integration. A paper presented in the Academy of Management Meeting, BPS Division. https://www.proquest.com/openview/2cae1eb369b111a4bed4164c9919260c/

Nelson, S., Brunetto, Y., Fan-Wharton, R., & Ramsay, S. (2007). Organisational effectiveness of Australian fast growing small to medium-sized enterprises (SMEs). Management Decision, 45(7), 1143–1162. https://doi.org/10.1108/00251740710773952

O’Reilly, C. A. & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82, 74-81. O’Reilly, C. A. & Tushman, M. L. (2008). Ambidexterity

as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185-206. https://doi.org/10.1016/j.riob.2008.06.002

O’Reilly, C. A. & Tushman, M. L. (2011). Organizational Ambidexterity in Action: How Managers Explore and Exploit. California Management Review, 53(4), 5-22. https://doi.org/10.1525/cmr.2011.53.4.5

O’Reilly, C.A. & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future. The Academy of Management Perspectives, 27(4), 324-338. https://doi.org/10.5465/amp.2013.0025

Probst, G. & Raisch, S. (2005). Organizational crisis: The logic of failure. Academy of Management Executive, 19(1), 90-105. https://doi.org/10.5465/ame.2005.15841958

Raisch, S. (2008). Balanced structures: Designing organizations for profitable growth. Long Range Planning, 41(5), 483-508. https://doi.org/10.1016/j.lrp.2008.06.004

Raisch, S. & Birkinshaw, J. (2008). Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. Journal of Management, 34(3), 375-409. https://doi.org/10.1177/0149206308316058

Raisch, S., Birkinshaw, J., Probst, G. &Tushman, M.L. (2009). Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance. Organization Science, 20(4), 685–695. https://doi.org/10.1287/orsc.1090.0428

Romanelli, E. & Tushman, M. L. (1994). Organizational Transformation as Punctuated Equilibrium: An Empirical Test. Academy of Management Journal, 37(5), 1141-1166. https://doi.org/10.5465/256669

Rothaermel, F. T. & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology. Strategic Management Journal, 25(3), 201-221. https://doi.org/10.1002/smj.376

Shah, S.F.H., Nazir, T., Zaman, K. & Shabir, M. (2013). Factors Affecting the Growth of Enterprises: A Survey of the Literature from the Perspective of Small- and Medium-Sized Enterprises. Journal of Enterprise Transformation, 3(2), 53-75. https://doi.org/10.1080/19488289.2011.650282

Siggelkow, N. & Levinthal, D. A. (2003). Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organization Science, 14(6), 650-669. https://doi.org/10.1287/orsc.14.6.650.24840

Simsek, Z., Heavey, C., Veiga, J. F. & Souder, D. (2009). A Typology for Aligning Organizational Ambidexterity’s Conceptualizations, Antecedents, and Outcomes. Journal of Management Studies, 46(5), 864-894. https://doi.org/10.1111/j.1467-6486.2009.00841.x

Sinha, S. (2019). The emergent-strategy process of initiating organizational ambidexterity. Journal of Strategy and Management, 12(3), 382-396. https://doi.org/10.1108/JSMA-12-2018-0140

Smith, W. & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522–536. https://doi.org/10.1287/orsc.1050.0134

Smith, W. K. & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381-403. https://doi.org/10.5465/amr.2011.59330958

Taródy, D. (2012). Formalizált rugalmasság – a kettős képesség kialakulása egy középvállalatban. Vezetéstudomány, 43(12), 49-60. http://unipub.lib.uni-corvinus.hu/1055/1/vt_2012n12p49.pdf

Taródy, D. (2016). Organizational ambidexterity as a new research paradigm in strategic management. Vezetéstudomány, 47(5), 39-52. https://doi.org/10.14267/veztud.2016.05.04

Tushman, M. L. & Anderson, P. (1986). Technological discontinuities and organizational environments. Administrative Science Quarterly, 31(3), 439-465. https://doi.org/10.2307/2392832

Tushman, M. L. & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30. https://doi.org/10.2307/41165852

Tushman, M. L. & Romanelli, E. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior, 7, 171-222.

Umans, T., Smith, E., Andersson, W. & Planken, W. (2020). Top management teams’ shared leadership and ambidexterity: the role of management control systems. International Review of Administrative Sciences, 86(3), 444-462. https://doi.org/10.1177/0020852318783539

Van Doorn, S., Tretbar, T., Reimer, M. & Heyden, M. (2020). Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite. Long Range Planning, 101998. https://doi.org/10.1016/j.lrp.2020.101998.

Venugopal, A., Krishnan, T.N. & Kumar, M. (2018). Identifying the focal role of top management paradoxical cognition in ambidextrous firms. Management Decision, 56(1), 47-63. https://doi.org/10.1108/MD-04-2017-0402

Venugopal, A., Krishnan, T.N., Kumar, M. & Upadhyayula, R.S. (2019). Strengthening organizational ambidexterity with top management team mechanisms and processes. The International Journal of Human Resource Management, 30(4), 586-617. https://doi.org/10.1080/09585192.2016.1277369

Wan, J., Le, Y., Wang, G., Xia, N. & Liu, X. (2020). Carrot or stick? The impact of paternalistic leadership on the behavioral integration of top management teams in megaprojects. International Journal of Managing Projects in Business, 13(5), 937-960. https://doi.org/10.1108/IJMPB-12-2019-0302

Wang, S.L., Luo, Y., Maksimov, V., Sun, J. & Celly, N. (2019). Achieving temporal ambidexterity in new ventures. Journal of Management Studies, 56(4), 788-822. https://doi.org/10.1111/joms.12431

Wilms, R., Winnen, L.A. & Lanwehr, R. (2019). Top Managers’ cognition facilitates organisational ambidexterity: The mediating role of cognitive processes. European Management Journal, 37(5), 589-600. https://doi.org/10.1016/j.emj.2019.03.006.

Yeo, Y. & Park, C. (2018). Managing Growing Pains for the Sustainable Growth of Organizations: Evidence from the Growth Pathways and Strategic Choices of Korean Firms. Sustainability, 10(10), 1-24. https://doi.org/10.3390/su10103824

Yohannes, T.H. & Ayako, A. B. (2016). Top management team demographic diversities, generic strategy and firm performance in marketing social research association (MSRA) in Kenya. Applied Finance and Accounting, 2(2), 30-45. https://doi.org/10.11114/afa.v2i2.1586

Downloads

Published

2021-09-13

How to Cite

Taródy, D., Ferincz, A., & Kárpáti, Z. (2021). A növekedéssel kapcsolatos kihívások és kontextuális kettős képesség: A felső vezetők (TMT) integráltságának vizsgálata. Vezetéstudomány Budapest Management Review, 52(8-9), 34–47. https://doi.org/10.14267/VEZTUD.2021.09.03

Issue

Section

Studies and Articles