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Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration

Management Department, School of Business, University of Connecticut, 2100 Hillside Road Unit 1041, Storrs, CT 06269-1041, Mike.Lubatkin{at}business.uconn.edu

Zeki Simsek

Management Department, School of Business, University of Connecticut, 2100 Hillside Road Unit 1041, Storrs, CT 06269-1041

Yan Ling

Management Department, George Mason University, Fairfax, Virginia

John F. Veiga

Management Department, School of Business, University of Connecticut, 2100 Hillside Road Unit 1041, Storrs, CT 06269-1041

While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small-to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.

Key Words: behavioral integration • top management teams • ambidexterity • exploratory and exploitative orientation

Journal of Management, Vol. 32, No. 5, 646-672 (2006)
DOI: 10.1177/0149206306290712


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