International E-publication: Publish Projects, Dissertation, Theses, Books, Souvenir, Conference Proceeding with ISBN.  International E-Bulletin: Information/News regarding: Academics and Research

Investigating deviation in managerial ambidexterity: the influence of senior team decision making and transformational leadership

Author Affiliations

  • 1Comsats Institute of Information Technology Lahore, Pakistan

Res. J. Recent Sci., Volume 6, Issue (4), Pages 1-6, April,2 (2017)

Abstract

Decision making has an importance in the organization to achieving success in a competitive environment. Senior team made a deliberate decision that has animpact on managerial explorative and exploitative activities. This study developed a theoretical model that that will cover the topic of research as the; theimpact of the senior team decision making with the moderating effect of Transformational leadership on managerial ambidexterity. Data was collected from middle-level managers of retail banks in Lahore, Pakistan. The study employed correlation, regression, and multiple regressions to find the outcomes. Findings identified that a senior team decision making has a significant effect on the managerial ambidexterity. Moreover, this study also finds out there has no significant interaction among senior team decision making and managerial ambidexterity with mode rating role of transformational leadership.

References

  1. Lubatkin M.H., Simsek Z., Ling Y. and 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.
  2. Raisch S. and Birkinshaw J.M. (2008)., Organizational ambidexterity: Antecedents, outcomes, and moderators., Journal of Management, 34(3), 375-409.
  3. Mom T.J.M., van den Bosch F.A.J. and Volberda H.W. (2009)., Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms., Organization Science, 20(4), 812-828.
  4. Gibson C.B. and Birkinshaw J. (2004)., The antecedents, consequences, and the mediating role of organizational ambidexterity., Academy of Management Journal, 47(2), 209-226.
  5. Eisenhardt K.M., Furr N.R. and Bingham C.B. (2010)., Micro-foundations of performance: balancing efficiency and flexibility in dynamic environments., Organizationscience, 21(6), 1263-1273.
  6. O’Reilly C.A. and Tushman M.L. (2008)., Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma., Res. Organ.Behav., 28, 185-206.
  7. Cao Qing, Simsek Zeki and Zhang Hongping (2010)., Modeling the joint impact of the CEO and the TMT on organizational ambidexterity., Journal of Management Studies, 47(7), 1272-1296.
  8. Jansen J., George G., Van den Bosch F.A.J. and Volberda H.W. (2008)., Senior team attributes and organizational ambidexterity: the moderating role of transformational leadership., Journal of Management Studies, 45(5), 982-1007.
  9. Floyd S.W. and Lane P.J. (2000)., Strategizing throughout the organization: Managing role conflict in strategic renewal., Academy of Management Review, 25(1), 154-177.
  10. Gupta A.K., Smith K.G. and Shalley C.E. (2006)., The interplay between exploration and exploitation., Academy of Management Journal, 49(4), 693-706.
  11. He Z.L. and Wong P.K. (2004)., Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis., Organization Science, 15(4), 481-494
  12. Raisch S. and Birkinshaw J. (2008)., Organizational ambidexterity: Antecedents, outcomes, and moderators., Journal of Management, 34(3), 375-409.
  13. Nonkaka I. and Takeucho H. (1995)., The Knowledge-Creating Company, Oxford University Press., New York, NY.
  14. Jansen J.J.P., Vera D. and Crossan M. (2009)., Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism., Leadership Quart., 20(1), 5-18.
  15. Vera D. and Crossan M. (2004)., Strategic leadership and organizational learning., Academy of Management Review, 29(2), 222-240.
  16. Sun P.Y. and Anderson M.H. (2012)., The Importance of Attributional Complexity for Transformational Leadership Studies., Journal of Management Studies, 49(6), 1001-1022.
  17. Swart J. and Kinnie N. (2010)., Organizational learning, knowledge assets and HR practices in professional service firms., Human Resource Management Journal, 20(1), 64-79.
  18. Turner N., Swart J. and Maylor H. (2013)., Ambidexterity in Managing Business Projects: An Intellectual Capital Perspective., International Journal of Managing Projects in Business, 6(2), 379-389.
  19. Benner M.J. and Tushman M.L. (2003)., Exploitation, exploration, and process management: The Productivity dilemma revisited., Academy ofManagement Review, 28(2), 238-256.
  20. Smith W.K. and Tushman M.L. (2005)., Managing strategic contradictions: a top management model for managing innovation streams., Organization Science, 16(5), 522-536.
  21. Amason A.C. (1996)., Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams., Academy of Management Journal, 39(1), 123-148.
  22. Rue L.W. and Byars L.L. (1986)., Management: Theory and Application, Fourth Edition., IRWIN, 358-362.
  23. Amabile T.M. (1993)., Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace., Human ResourceManagement Review, 3(3), 185-201
  24. Zmud R.W. (1982)., Diffusion of Modern Software Practices: Influence of Centralization and Formalization., Management Sci., 28(12), 1421-1431
  25. O’Reilly C.A. and Tushman M.L. (2004)., the ambidextrous organization., Harvard Bus. Rev., 82(4), 74-81.
  26. Bass B.M. and Avolio B.J. (2000)., Multifactor Leadership, Questionnaire., Mind Garden, Rewood City, CA.
  27. Bass B.M., Avolio B.J., Jung D. and Berson Y. (2003)., Predicting unit performance by assessing transformational and transactional leadership., Journal of Applied Psychology, 88(2), 207-18.
  28. Bass B.M. (1985)., Leadership and Performance beyond Expectations., New York: Free Press.
  29. Yukl G.A. (2009)., Leading Organizational Learning: Reflections on Theory and Research., Leadership Quarterly, 20(1), 49-53.
  30. Stasser G. (1999)., A primer of social decision scheme theory: models of group influence, competitive model testing, and prospective modeling., OrganizationalBehavior and Human Decision Processes, 80(1), 3-20.
  31. Gu J., Weng Q. and Xie F. (2012)., Leadership, team and decision speed: an empirical study using cross-provincial data., Chinese Management Studies, 6(4), 598-609
  32. Edmondson A.C., Roberto M.A. and Watkins M.D. (2003)., A dynamic model of top management team effectiveness: managing unstructured task streams., The Leadership Quarterly, 14(3), 297-325.
  33. Flood P.C., Hannan E., Smith K.G., Turner T., West M.A. and Dawson J. (2000)., Chief executive leadership style, consensus decision., European Journal Of Work And Organizational Psychology, 9(3), 401-420.
  34. Jansen J. (2005)., Ambidextrous organizations: a multiple-level study of absorptive capacity, exploratory and exploitative innovation and performance.,
  35. Marabelli M., Frigerio Chiara and Rajola Federico (2012)., Ambidexterity in Service Organizations: Reference Models from the Banking Industry., Industry and Innovation, 19(2), 109-126.
  36. Wooldridge B., Schmid T. and Floyd S.W. (2008)., The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research., Journal of Management, 34(6), 1190-1221.