Ambidextrous Learning As the Linchpin: How Does Top Management Team Conflict Affect Digital Transformation Performance?

The top management team (TMT) constitutes a critical driver of successful digital transformation in manufacturing enterprises. Although studies have investigated the relationship between the TMT and digital transformation, research on the influence of dynamic interactions among members—particularly team conflicts—on this relationship remains limited. Drawing on upper echelons theory and organizational learning theory, this study examines the relationship between TMT conflict and digital transformation performance, thereby extending the research on the impact of the TMT on digital transformation. An empirical analysis of data obtained from 358 firms reveals that TMT task conflict enhances digital transformation performance, whereas TMT relationship conflict has a detrimental effect in this context. Furthermore, ambidextrous learning serves as a mediator underlying the influence of TMT conflicts on digital transformation performance. Additionally, digital orientation positively moderates the relationship between ambidextrous learning and digital transformation performance, thereby strengthening the beneficial impact of ambidextrous learning. We discuss the theoretical and practical implications of these findings.