The Experts below are selected from a list of 30111 Experts worldwide ranked by ideXlab platform

Abraham Carmeli - One of the best experts on this subject based on the ideXlab platform.

  • ambidexterity in sbus tmt Behavioral Integration and environmental dynamism
    Human Resource Management, 2015
    Co-Authors: Meyrav Yitzhack Halevi, Abraham Carmeli, Nir N Brueller
    Abstract:

    This study seeks to advance previous research by linking top management team (TMT) processes to organizational ambidexterity, and highlights the importance of environmental dynamism as a boundary condition on the effectiveness of TMTs in promoting balance between exploratory and exploitative learning. The findings from multiple respondents (245 TMT members, including the CEO of the SBUs, and 883 employees) in 101 small-sized strategic business units (SBUs) with a defined product line indicate that TMT Behavioral Integration helps build ambidexterity, but that the influence of TMT Behavioral Integration on ambidexterity is stronger when the task environment is characterized by a high level of dynamism. These findings contribute to a better understanding of the conditions under which Behaviorally integrated TMTs are able to pursue an ambidextrous orientation in relatively small-sized units

  • how top management team Behavioral Integration and Behavioral complexity enable organizational ambidexterity the moderating role of contextual ambidexterity
    Leadership Quarterly, 2009
    Co-Authors: Abraham Carmeli, Meyrav Yitzack Halevi
    Abstract:

    Abstract Little is known about how top management teams (TMTs) make balanced strategic decisions (exploration and exploitation) and spearhead organizational ambidexterity. To address the theoretical call to explore how TMTs can help create ambidexterity, we propose a theoretical model where TMT Behavioral Integration cultivates Behavioral complexity in a TMT that can build organizational ambidexterity. Further, we argue that the relationship between TMT Behavioral complexity and organizational ambidexterity is moderated by contextual ambidexterity. Drawing on research in the areas of leadership, TMT, organizational context and ambidexterity, we explore implications for future research.

  • top management team Behavioral Integration and the performance of service organizations
    Group & Organization Management, 2008
    Co-Authors: Abraham Carmeli
    Abstract:

    The call for more extensive research regarding the role of processes within top management teams (TMTs) in organizational functioning is addressed in this study. The focus is on the service sector, which according to recent estimations accounts for more than 60% of the total economic activity in most Organization for Economic Cooperation and Development countries and examines the relationship between TMT Behavioral Integration and multiple performance measures of service organizations. Results from survey data of TMTs from 96 organizations show that TMT Behavioral Integration is positively associated with both human resource performance and economic performance. The relationship between TMT Behavioral Integration and service quality and development was only marginally significant.

  • top management team Behavioral Integration decision quality and organizational decline
    Leadership Quarterly, 2006
    Co-Authors: Abraham Carmeli, John Schaubroeck
    Abstract:

    Little research on top management teams (TMTs) has sought to understand how group processes may influence organizational outcomes. This study examined the role of TMT Behavioral Integration in explaining the quality of strategic decisions and how these constructs together influenced organizational decline. Findings from survey data of 116 TMTs and a follow up case study show that TMTs in which members reported higher Behavioral Integration made better quality strategic decisions. Behavioral Integration of TMTs was negatively related to organizational decline both directly and indirectly through the perceived quality of strategic decisions. We discuss implications for more fully utilizing the capabilities of TMTs to confront organizational threats.

Meyrav Yitzack Halevi - One of the best experts on this subject based on the ideXlab platform.

Michael Lubatkin - One of the best experts on this subject based on the ideXlab platform.

  • Transformational Leadership's Role in Promoting Corporate Entrepreneurship : Examining the CEO - TMT Interface
    Academy of Management Journal, 2008
    Co-Authors: Yan Ling, Michael Lubatkin, Zeki Simsek, John F. Velga
    Abstract:

    Research about transformational CEOs' impact on firm-level outcomes, particularly corporate entrepreneurship, has been equivocal, partially because the underlying mechanisms remain largely unexplored. Given that the individuals most closely influenced by a firm's CEO are its top management team (TMT) members, we focus on the CEO-TMT interface as a salient intervening mechanism. We posit that transformational CEOs influence TMTs' Behavioral Integration, risk propensity, decentralization of responsibilities, and long-term compensation and that these TMT characteristics impact corporate entrepreneurship. Data from 152 firms supported most of our hypothesized links, underscoring how the CEO-TMT interface helps explain transformational CEOs' role in promoting corporate entrepreneurship.

  • ambidexterity and performance in small to medium sized firms the pivotal role of top management team Behavioral Integration
    Journal of Management, 2006
    Co-Authors: Michael Lubatkin, Zeki Simsek, Yan Ling, John F Veiga
    Abstract:

    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.

  • modeling the multilevel determinants of top management team Behavioral Integration
    Academy of Management Journal, 2005
    Co-Authors: Zeki Simsek, Michael Lubatkin, John F Veiga, Richard N Dino
    Abstract:

    Extending Hambrick's (1994) concept of Behavioral Integration, a meta-construct of top management team process, we theorized on the extent to which CEO-, team-, and firm-level determinants shape be...

John F Veiga - One of the best experts on this subject based on the ideXlab platform.

John Schaubroeck - One of the best experts on this subject based on the ideXlab platform.

  • top management team Behavioral Integration decision quality and organizational decline
    Leadership Quarterly, 2006
    Co-Authors: Abraham Carmeli, John Schaubroeck
    Abstract:

    Little research on top management teams (TMTs) has sought to understand how group processes may influence organizational outcomes. This study examined the role of TMT Behavioral Integration in explaining the quality of strategic decisions and how these constructs together influenced organizational decline. Findings from survey data of 116 TMTs and a follow up case study show that TMTs in which members reported higher Behavioral Integration made better quality strategic decisions. Behavioral Integration of TMTs was negatively related to organizational decline both directly and indirectly through the perceived quality of strategic decisions. We discuss implications for more fully utilizing the capabilities of TMTs to confront organizational threats.