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This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.

Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.

The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.

Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.

This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.

Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.

The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.

The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.

The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.

Although prior research highlights the organizational and cognitive challenges associated with achieving innovation ambidexterity, comparatively limited attention has been paid to the affective characteristics that may differentiate top management teams (TMTs) of firms. The authors build on emerging research and identify TMT entrepreneurial passion diversity as an affective characteristic with particular relevance to innovation ambidexterity.

Based on data collected from 195 small- and medium-sized enterprises in China, this study uses ordinary least squares regression models to test the hypotheses.

The results show that TMT passion intensity separation is negatively related to innovation ambidexterity, while TMT passion focus variety has an inverted U-shaped relationship with innovation ambidexterity. In addition, environmental dynamism weakens the effects of TMT passion intensity separation and strengthens the effects of passion focus variety.

This study pushes forward the research agenda on affective microfoundations of innovation ambidexterity. It also reveals the potential dark side of TMT entrepreneurial passion by explicitly delineating its effects on innovation management.

This paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.

This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.

The findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.

Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

This paper aims to study the formation and preservation of behavioral integration (BI) in the top management team (TMT) of The Church of Jesus Christ of Latter-day Saints from 1844 to the present.

An analytically structured history approach within a case exemplar framework is adopted. Theoretical insights are extrapolated from the case study to form a process model of BI formation and preservation in TMTs.

The findings reveal that three factors primarily influence BI creation (induction, education and cementation) and that BI is preserved via an iterative process that is driven by CEO conservatorship, intentional mentoring and social modeling.

This study investigates an unexplored area in upper echelons theory: the process by which BI is formed and preserved in TMTs and presents a process model of BI formation and preservation that shifts attention in the literature from analyses of the effect of BI on various organizational outcomes to how it can be formed in the first place and then preserved.

The upper-echelons model of Hambrick and Mason ((1984). Academy of Management Review, 9, 193–206) launched a new area of research and provided the first overall theoretical framework for use in understanding how the experiences, backgrounds, and values of senior executives in organizations can influence the decisions that they make. The model is typically assumed to be what Rousseau ((1985). In: B. M. Staw, & L. L. Cumming (Eds), Research in organizational behavior (Vol. 7, pp. 1–37). Greenwich, CT: JAI Press) calls “multi-level,” as it describes how both individuals and top management teams (TMTs) make decisions in line with their preferences, biases, and values; the same model is applicable to both individuals and groups. However, the levels issues in the model have never been subjected to rigorous analysis. This chapter juxtaposes levels concepts and theories on the upper-echelons model, in an effort to highlight its strengths as well as its weaknesses. While the majority of researchers use the model to describe team-level decision making, the analysis presented here reveals that the model is inherently individual-level in focus, and several important limitations must be overcome before the model will provide a full explanation of team-level decision making.

The study of top management teams, which began with confidence, optimism, and promise, has been plagued by criticisms arising from mixed or weak findings and poor explanatory power of firm outcomes vis‐à‐vis other variables. This paper argues that the disputed phenomenon of top management team relevance can be enhanced through the inclusion of several intervening variables. To achieve that end, several perspectives had to be synthesized in order to arrive at an integrated framework of nine key variables that may illuminate: (1) the circumstances as to when and to what extent top management teams have discretion to both make and implement strategic decisions, and, hence, have the greatest impact on a firm’s competitive posture, (2) the impact of such discretion on a firm’s competitive posture.

This paper examined the relationship between TMT demographic properties and firm performance using diversity and level variables and measuring differing constructs of firm performance representing divergent strategies.

Structural equation modelling was used to test the relationships between TMT demographic properties and firm performance measured as return on net operating assets (RNOA), and its disaggregates profit margin (PM) and asset turnover (ATO). Data were from 89 Finnish firms during the years 2008–2011, resulting in 320 observations.

TMT team tenure had associations with RNOA through both PM and ATO while TMT age, age diversity, firm tenure, firm tenure diversity and team tenure diversity showed paths through ATO. TMT firm tenure diversity showed effects in opposing directions through PM and ATO.

The results help to understand and apply the separate effects of age, firm tenure and team tenure on TMT and firm performance. These results also provide explanations on how these TMT properties affect firm performance in diverse types of firms pursuing different strategies.

The results suggest that both diversity and level in a measured TMT demographic property are linked with firm performance, and the effect can be in differing directions. These links go through differing paths when using disaggregated operational firm performance measures. Also, diversity in top management is not always beneficial since it can cause separation or conflict impairing performance.

The purpose of this study is to explore how past and future temporal focus of CEOs in the hospitality industry influence their intention to invest in metaverse technology and the underlying mechanism under boundary conditions of perceived competitive pressure.

This multi-informant study collected data over three waves from a sample of 235 CEOs and their subordinates in India’s hospitality industry. A PLS-SEM was applied to the study data. Further, the study also used phenomenological interviews to capture CEOs’ perspectives on the study’s conceptual model.

Findings suggest that the past temporal focus of CEOs decreases technology orientation, and future temporal focus increases the technology orientation of firms, consequently impacting the intention to invest in the metaverse. CEOs’ perceived competitive pressure moderates the mediating relationship, such that the negative impact of past temporal focus on technology orientation is decreased and that of future temporal focus on the CEO is increased.

By exploring the role of a CEO’s past and future temporal focus on influencing technology orientation and, hence, adoption of new technology, the study extends upper-echelon theory to the field of metaverse adoption in the hospitality industry and responds to scholars’ calls to explore the industry’s technology adoption from the lens of the upper echelon.

The study has significant implications for the success of the adoption of metaverse technology in the hospitality industry. Findings imply that the board members should encourage CEOs to have future temporal focus.

The study provides novel insights into the adoption of metaverse technology by the hospitality industry, where CEO attributes such as their temporal focus influence intention to invest in metaverse.

Following the call to explore what leadership theory could be applicable in temporary organizations, the purpose of this study was to develop an integrative model linking the effects of paternalistic leadership styles (i.e. authoritarian, benevolent and moral) on the behavioral integration (BI) of top management teams (TMTs) in megaproject settings.

The performance of the research model was tested based on empirical data collected from a sample of 43 megaproject TMTs.

The results show that the moral leadership style can significantly stimulate the BI of TMTs, whereas authoritarian leadership has a negative impact and benevolent leadership has no significant impact. Furthermore, trust in leader plays a partial mediating role between paternalistic leadership and BI, and the power distance value of TMT positively moderates the links between authoritarian and moral leadership styles and BI.

The TMT sample was drawn from China's megaprojects, most of which have global influence (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), but the sampling approach limits the generalizability of the research findings to other contexts.

This study introduces the concept of BI into the realm of megaproject management and provides a novel perspective (i.e. paternalistic leadership) for exploring its antecedents. The findings, therefore, contribute to the literature by broadening the megaproject management research with a microfoundation perspective and by extending the extant paternalistic leadership in the context of temporary organizational settings.