The Research On The Effect Of Top Management Team Heterogeneity On Ambidextrous Innovation

The current rapidly changing economic environment puts new demands on enterprise transformation and sustainable development in various industries.The organization needs to reconcile various conflicts of interest and rationally allocate organizational resources.The ambidextrous organizations can simultaneously take into account both exploratory innovation and exploitative innovation,balancing the two to promote each other.It has been found that the realization of organizational ambidexterity is inseparable from the organizational structure,behavioral situation and top management,and the important role played by the executive team in the realization of organizational dual innovation has become increasingly prominent.The research on the heterogeneity of top management team is mainly concerned with the relationship between team members' age,tenure,education,experience and other heterogeneity and team operation,enterprise innovation,strategic choice and organizational performance.Many studies have proved that there is a correlation between top management team heterogeneity and enterprise innovation,but there is still no systematic empirical research on the specific intermediate mechanisms that senior managers use to achieve organizational dual innovation balance.The two areas of leadership research and innovation research still need to be further integrated with each other to a large extent.Based on this,this study incorporates the heterogeneity of senior management team and organizational dual-element innovation into the overall framework,and explores the impact mechanism and empirical test.This paper first reviews and analyzes the literature on top management team heterogeneity,organizational dual innovation,dual innovation attention and corporate coherence.Based on upper echelons theory and attention-based view,the theoretical model and the theoretical model are presented.The research hypothesis was followed by the use of SPSS,Nvivo and other software combined with the collected large sample data to further test the hypotheses and models proposed in this study.The conclusions of the study mainly include the following points:(1)The heterogeneity of top management team and the heterogeneity of professional experience have a positive impact on organizational dual innovation.Team members with different traits often have different cognitive and logical structures.They complement each other within the team,effectively urging companies to strike a better balance in the face of conflicts between multiple interests and goals.(2)The age heterogeneity of the senior management team and the heterogeneity of professional experience have a positive impact on the attention of dual innovation.Different members have complementary advantages.On the basis of focusing on innovation in the existing field,they will promote the exploration intention of new fields,promote the balance of attention of the executive team's dual innovation,and promote the rational allocation of enterprise innovation attention.(3)The attention of dual innovation has a positive impact on organizational dual innovation.Executives reasonably focus their attention on exploration and utilization innovation,and organizations are more likely to allocate resources and energy to dual innovation activities.(4)Dual-innovative attention plays an intermediary role in the relationship between executive team heterogeneity and organizational dual innovation.The heterogeneity of senior management team promotes the rational distribution of attention and the realization of organizational dual innovation through the complementary cognitive models among members.(5)Enterprise cohesion has a negative adjustment effect on the relationship between dual-innovative attention and organizational dual-innovation.When the company's cohesion is high,the positive effect of dual-innovative attention on organizational dual innovation is weakened.