Deciphering HR challenges for organizational ambidexterity: a study on energy sector in India

Abstract

Purpose From the lens of organizational ambidexterity, the energy sector companies in India are confronted with numerous human resources (HR) challenges as they explore new avenues in the renewable sector while exploiting non-renewable (conventional) resources. This study aims to decode these challenges and identifies key competencies to address these. Design/methodology/approach Data were gathered and analysed using a sequential mixed methodology (qualitative and quantitative) in three phases. In Phase 1, a focused group discussion with eight senior management employees was carried out to identify the HR challenges and competencies required for meeting those challenges. The themes derived from this were used in designing the questionnaire for use in Phase 2 to capture the perceptual differences between HR and Line managers on these challenges. The identified competencies by senior management were prioritized using the analytical hierarchy process in Phase 3. Findings The study provides insight into the HR challenges in the pursuit of organizational ambidexterity by energy sector companies in India. Also, key competencies to deal with these challenges have been prescribed. Originality/value While previous studies have identified generic HR challenges in this domain, the present study is unique in decoding the HR challenges as these organizations are simultaneously exploring and exploiting energy sources for achieving excellence in the Indian context.