| Under the background of economic transformation, the technology environment,market environment and the institutional environment which enterprises of our countryfaces become more and such more dynamic and complex that the cognitive limitations oftop management team grows intensified. Therefore it is necessary for the enterprises tofocus the decision-making resources that are developed from behavioral integrationprocess of top management team on the most pivotal issues to promoteperformance.However, the recent researches on the the relationship between topmanagement team behavioral integration and firm performance base on the upperechelons theory through decision-making quality as the interpretation mechanism whichis obscure and lack of specific operability. Moreover, the relationship between behavioralintegration and firm short and long-term performance is also a matter of debate.Based on the dynamic capability theory, this study proposes that top managementteam’s behavioral integration process can raise high order dynamic capability, andpromote the ambidexterity capability which is defined as the ability to integrate andcoordinate exploratory innovation and exploration innovation. Through ambidexteritycapability’s intermediary effect, top management team’s behavioral integration processcan promote firm’s long-term and short-term performance. Dynamic capability theorycan be a new theoretical perspective between top management team behavioralintegration and firm performance. Ambidexterity capability can be regarded as a criticalmeasure to solve the dilemma between exploratory innovation and explorationinnovation namely the organizational dilemma, in order to adapt to environmentalchanges, whether enterprises should continue to stick to the existing business, continuousexploit and improve exisiting resource and ability, or take some necessary risks toexplore new ability and the new competitive advantage.In order to verify the mediation effect of the ambidexterity capability,based ondynamic capability theory this study proposes hypothesises of the relationship amongambidexterity capability, behavioral integration and firm performance. Throughquestionnaire survey based on a small sample of20companies’ top management teamand a larger sample of98companies’ top management team around Bohai Sea Districtof,this study empirically test the hypothesises of the relationships among variables above, and the intermediary role of ambidexterity capability.The main research conclusions are as follows:First, the ambidexterity capability which is defined as the ability to integrate andcoordinate exploratory innovation and exploration innovation is the incompleteintervening variable between short and long-term performance and top managementteam’s behavioral integration. Second, although exploration innovation can also play aincompletely intermediary effect between short and long-term performance and topmanagement team’s behavioral integration, the ambidexterity capability’s role is moreimportant. Through ambidexterity capability, the promotion of firm’s long-termperformance and short-term performance is more stable and the environment adaptabilityis better. Third, it is firm level ambidexterity capability that makes exploratoryinnovation and exploration innovation coordination and integration. Ambidexterity is notthe simple linear combination of exploratory innovation and exploration innovationfinancial level. Fourth, exploratory innovation is the incomplete intervening variablebetween long-term performance and top management team’s behavioral integration andhas the most significant impact on firm’s long-term performance, but has no significanteffects on firm’s short-term performance. The intermediary effect is not significant forshort-term performance and top management team’s behavioral integration. |
