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A multilevel examination of high‐performance work systems and unit‐level organisational ambidexterity
Author(s) -
Chang YiYing
Publication year - 2015
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12061
Subject(s) - ambidexterity , unit (ring theory) , business , work systems , strategic business unit , multilevel model , work (physics) , knowledge management , social capital , industrial organization , operations management , marketing , psychology , economics , computer science , sociology , engineering , mechanical engineering , social science , mathematics education , machine learning
This paper examines the process linking high‐performance work systems ( HPWS ) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM , human capital and social capital perspectives. Multisource and multilevel data from 2,887 employees and 536 managers of 58 banks was collected. Results revealed that firm‐level HPWS were positively related to unit‐level employee human capital. Unit‐level employee human capital partially mediated the relationship between firm‐level HPWS and unit organisational ambidexterity. Furthermore, firm‐level social climate moderated the effect of firm‐level HPWS on unit organisational ambidexterity through unit‐level employee human capital. This paper contributes to HPWS and ambidexterity research by revealing the impacts of firm‐level HPWS and mediating mechanisms, as well as identifying boundary conditions for pursuing unit‐level organisational ambidexterity.