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The Role of Top-team Diversity and Perspective Taking in Mastering Organizational Ambidexterity

Published online by Cambridge University Press:  27 July 2016

Ci-Rong Li
Ci-Rong Li*
Affiliation:
Jilin University, China
*
Corresponding author: Ci-Rong Li ([email protected])
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Abstract

Although the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.

摘要:

摘要:

虽然顶级团队的作用已经在二元化组织得以认可, 目前尚不清楚哪些特征以及顶级团队的认知过程如何被用来解决二元化双重认知的挑战。为解决这一难题, 我开发了一个模型, 其中我推论, 一个具有任务相关多样性的从事观点采择的顶级团队会影响二元化组织的成就。此外, 我进一步推论, CEO的变革型领导力将有助于不同顶级团队通过团队的认知过程来掌握二元化。结果表明, 不同的团队当他们进行观点采择的时候能解决二元化区分-整合的挑战。研究结果也确认变革型领导力增强不同顶级团队的观点采择与二元化导向之间的关系。

यद्यपि शीर्ष पदस्थ समूह का संगठनीय उभयहास्तता पर योगदान मान्य है, इस प्रभाव से जुड़े आयाम व शीर्ष समूह कि संज्ञान प्रक्रिया जिससे उभयहास्तता से जुडी द्वी-आयामी चुनौती पूरी होती है, अस्पष्ट है. इस प्रश्न को हल करने के लिए इस शोधकर्ता ने एक प्रतिमान बनाया है जिसमें यह मत प्रस्तुत किया है कि कार्यजनित भिन्नता वाला शीर्ष समूह जो परिप्रेक्ष्यों का आदान-प्रदान करता है, उभयहास्तता को प्रभावित करेगा. आगे यह भी मत है कि शीर्षाधिकारी का रुपांतरणपरक नेतृत्व से विविधा शीर्षसमूह अपनी संज्ञान प्रक्रिया प्रभावित कर उभयहास्तता पर कौशल प्राप्त करता है. शोध परिणाम दिखते हैं कि विविधा समूह परिप्रेक्ष्य आदान-प्रदान से उभयहास्तता कि पृथक्कीकरण व एकीकरण कि चुनौतियों को पूरा कर सकते हैं. परिणाम यह भी सिद्ध करते हैं कि रुपांतरणपरक नेतृत्व विविधा शीर्षसमूह के परिप्रेक्ष्य आदान-प्रदान व उभयहस्तीय अभिविन्यास के सम्बन्ध को सुदृढ़ करते हैं.

Sumário:

Sumário:

Embora o papel das melhores equipes tenha sido reconhecido em organizações ambidestras, ainda não está claro quais características e como os processos cognitivos das melhores equipes são usados para enfrentar os duplos desafios cognitivos da ambidestria. Para resolver este problema, eu desenvolvi um modelo no qual eu teorizo que uma equipe de ponta com diversidade de tarefas envolvida em perspective taking irá influenciar a efetivação de uma organização ambidestra. Além disso, eu ainda teorizo que a liderança transformacional do CEO vai ajudar diversas equipes de ponta a dominar a ambidestria influenciando os processos cognitivos da equipe. Os resultados mostram que diversas equipes podem abordar os desafios diferenciadores-integradores da ambidestria quando se engajam em perspective taking. Os resultados também confirmam que a liderança transformacional reforça a relação entre a perspectiva de uma equipe diversa e a orientação ambidestra.

Аннотация:

АННОТАЦИЯ:

Хотя роль топ-менеджмента считается важной в амбидекстральных организациях, остается неясным, какие характеристики и как когнитивные процессы в группах топ-менеджмента используются для решения двойных когнитивных проблем амбидекстрии. Чтобы разрешить эту загадку, я разработал модель, согласно которой я предполагаю, что группа топ-менеджмента, которая характеризуется многообразием в соответствии с поставленными задачами и принимает различные точки зрения, будет влиять на достижения амбидекстральных организаций. Более того, я также предполагаю, что трансформационное руководство со стороны генерального директора будет помогать многообразным группам топ-менеджмента освоить амбидекстрию путем влияния на когнитивные процессы в группе. Результаты показывают, что многообразные группы могут справиться с амбидекстральной проблемой дифференциации-интеграции, когда они принимают во внимание различные точки зрения. Результаты также подтверждают, что трансформационное руководство укрепляет зависимость между разнообразными перспективами топ-менеджмента и амбидекстральной ориентацией.

Resumen:

RESUMEN:

Aunque el papel de los equipos lideres ha sido reconocido en organizaciones ambidiestras, permanece poco claro cuáles características y cómo los procesos cognitivos de los equipos líderes son usados para direccionar los retos cognitivos duales de la ambidexteridad. Para abordar este rompecabezas, desarrollé un modelo de en el cual teorizo que un equipo líder con diversidad de tareas involucrando la toma de perspectiva influirá en el logro de una organización ambidiestra. Más aún, teorizo más allá que el liderazgo transformacional del CEO ayudará a equipos lideres diversos a dominar la ambidexteridad a través de influenciar los procesos cognitivos del equipo. Los resultados demuestran que los equipos diversos pueden abordar

Los retos de diferenciación-integración de ambidexteridad cuando estos participen en la toma de perspectiva. Los resultados también confirman que el liderazgo transformacional fortalece la relación entre la toma de perspectiva de un equipo líder diverso y la orientación ambidiestra.

Keywords

ambidextrous organizationperspective takingteam diversitytop management teamtransformational leadership
Type
Articles
Information
Management and Organization Review , Volume 12 , Issue 4 , December 2016 , pp. 769 - 794
Copyright
Copyright © The International Association for Chinese Management Research 2016 

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