000			nam a22 7a 4500
999			_c48568 _d48568
003			OSt
005			20171103183614.0
008			171103b xxu||||| |||| 00| 0 eng d
100			_aHeavey, Ciaran _928326
245			_a Distributed Cognition in Top Management Teams and Organizational Ambidexterity The Influence of Transactive Memory Systems
300			_a919-945 p.
520			_aHow can a firm develop, distribute, and use knowledge more effectively and efficiently in ways that increase its ability to pursue an ambidextrous orientation? Synthesizing insights from social cognition and upper-echelons perspectives, we offer a new theoretical vantage point that brings the role of top management teams’ cognitive structure to the fore and, in particular, the enabling influence of transactive memory systems. We argue that transactive memory provides a top management team with a system for generating, distributing, and integrating knowledge based on members’ specific areas of expertise in ways that increase its ability to both differentiate and integrate strategic agendas for ambidexterity. From a multisource study of top management teams in a sample of technology-based small-to-medium-sized firms, we find that while top management teams with well-developed transactive memory systems are able to pursue an ambidextrous orientation, the impact of transactive memory is also shaped by diverse organizational experience and functional expertise within these teams. We discuss the scope and significance of these findings for theory, future research, and managerial practice
653			_aAmbidexterity
653			_aCEO
653			_aTop Management Team
653			_aTransactive Memory
653			_aDiversity
700			_aSimsek, Zeki _928327
773	0		_029017 _965528 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o5557180 _tJOURNAL OF MANAGEMENT _x 0149-2063
856			_3Volume: 43 issue: 3, page no. : 919-945 _uhttp://journals.sagepub.com/doi/full/10.1177/0149206314545652
942			_2ddc _cJA-ARTICLE