Organizational Ambidexterity and Firm Performance: The Role of CEO Humility

This study theorizes and tests the relationship between CEO (chief executive officer) humility and organizational ambidexterity, as well as mechanisms linking these two constructs. We propose that CEO humility is positively related to organizational ambidexterity, which in turn leads to return on asset growth. We also argue that humble CEOs can achieve organizational ambidexterity by increasing pay parity and top management team integration. The research model was supported by a sample of 105 high technology software and hardware companies in the United States. Practical implications and future research directions are discussed.