Top Management Team Behavioral Integration and the Performance of Service Organizations

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How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “Carmeli (2008) found a positive relationship between TMT behavioral integration and multiple performance measures of service firms. Carmeli & Schaubroeck (2006) found that TMTs differ as regards group process effectiveness. In particular, behavioral integration becomes particularly critical to group”
Strategic leadership in organizational crises: A review and research agenda (2021, background): “…of cognitive frames such as threat vs. opportunity (König et al., 2020a) on sociocognitive and political processes in TMTs. Suitable empirical approaches might include experiments (Schulz-Hardt et al., 2002), self-report measures (Carmeli, 2008), and ethnographic approaches (Vesa and Vaara, 2014).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, background): “…by research that assumes that specific internal qualities (e.g., support and trust among members, Gibson & Birkinshaw, 2004; unity of effort, Carmeli, 2008; Lubatkin et al., 2006; level of team training, Salas et al., 2008) of organizational entities, such as teams, play a role in the way…”