Effects of high-performance work system on team ambidexterity in China: a dual path model based on emergence perspective

Abstract

ABSTRACT Innovation is a collective endeavour with a duality of ‘exploration’ and ‘exploitation’. Balancing the paradox between the two is the key to improving team innovation performance. Based on emergence theory, we build a dual-path model linking high-performance work system (HPWS) and team ambidexterity. Using multi-source data of 338 employees nested in 57 work teams, we found a positive relationship between HPWS and team ambidexterity, which is mediated by team social capital and team psychological capital respectively. Moreover, team leadership support moderates the mediating effects of team social and psychological capital.