Building a multilevel integrated framework of ambidexterity: The role of dynamically changing environment and human capital management in the performance of Greek firms

Abstract

AbstractThe purpose of this study is to investigate the serially mediating mechanisms of human capital management practices and organizational ambidexterity, expressed by exploration and exploitation, in the relationship between environmental dynamism and organizational performance, expressed by creativity and productivity. The study is based on 1,183 employees working in 83 Greek private sector firms. By applying multi‐level structural equation modeling, the findings show that the dynamically changing environment has a positive impact on human capital management practices, which in turn have a differential positive impact on exploration and exploitation, which then have a positive influence on organizational creativity and productivity. The study contributes to the literature on organizational ambidexterity by examining whether human capital management practices constitute an antecedent of organizational ambidexterity, and whether organizational performance constitutes a consequence.