The impact of team resilience on team innovative behavior: the moderating role of CEO entrepreneurial alertness

Purpose This study examines whether team resilience influences the innovative behavior of top management teams (TMTs) and explores the moderating role of CEO entrepreneurial alertness. Design/methodology/approach Drawing on the Conservation of Resources (COR) theory, we analyze data from a hand-collected multiple-respondent dataset comprising 154 TMT members from 43 Belgian technology firms. Findings Our results indicate that team resilience positively influences TMT's innovative behavior, suggesting that resilient teams are better equipped to drive innovation. However, this positive effect diminishes when the CEO's entrepreneurial alertness is high, suggesting a nuanced interaction between team resilience and CEO characteristics. Originality/value This study contributes to the team resilience literature by highlighting its role in shaping innovative behavior within TMTs. Additionally, it extends entrepreneurial alertness research by examining its moderating role within team contexts, thereby enhancing our understanding of the CEO–TMT interface.