Justin J. P. Jansen

TL;DR: In this article, the authors propose that top management team (TMT) shared leadership is an important enabler of organizational ambidexterity. And they examine both how and when TMT shared leadership enhances organizational ambidesterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure.

TL;DR: In this paper, the authors examine organizational and functional tenure as important antecedents of managers' ambidexterity and provide novel insights into the contextual conditions under which the ambidextrous behavior of managers contributes to individual performance.

TL;DR: In this article, the authors explored how organizational antecedents affect potential and realized absorptive capacity. But they did not identify differential effects for both components of absorptive capacities, i.e., cross-functional interfaces, participation in decision-making, and job rotation.

TL;DR: Using a cross‐industry sample with lagged data, it is found that offshoring has an inverted U‐shaped influence on firm innovativeness and that this relationship is steeper inirms with high TMT informational diversity and in firms with low TMT shared vision.

TL;DR: In this paper, the authors investigated the effectiveness of combining structural differentiation with formal and informal organizational as well as top management team integration mechanisms in establishing an appropriate context for venturing activities.