Top Management Team Behavioral Integration, Organizational Ambidexterity, and Firm Performance: Empirical Evidence from Small Businesses
Huy Q. Tran

The present research examines organizational ambidexterity (OA)in its relationships with a managerial antecedent and an organizational consequence in the context of small businesses. More specifically, this study proposes a research model that explains the relationship between top management team (TMT) behavioral integration in the interaction with the firm’s entrepreneurial nature and either of the two dimensions of OA–balance or combined–that is more likely to become dominant. Each OA dimension, in turn, has a different impact on organizational performance: while the combined dimension is hypothesized to be positively associated with firm performance, the balance dimension is more likely to have an inverted U-shaped relationship with the performance of the firm. Data from TMT members of 82 small firms in Pennsylvania and Texas partially support the hypotheses. The present study, therefore, sheds more light on the conceptualization of OA as well as its relationships with TMT behavioral integration and organizational performance.

Full Text: PDF     DOI: 10.15640/smq.v4n3a1