High-performance work systems and organizational ambidexterity: the mediating role of knowledge management systems—evidence from the Egyptian public-telecommunication sector

Abstract

PurposeThe purpose of this study is to examine the mediating role of the quality-based knowledge management systems (KMSs) in explaining the relationships between AMO-based high-performance work systems (HPWSs) and organizational ambidexterity (OA).Design/methodology/approachUsing cross-sectional survey, the authors collected data from 277 employees working at the Egyptian public-telecommunication sector and analyzed the hypothesized model using the partial least square structural equation modeling technique. Interviews were conducted with 39 key positions and mirrored against the quantitative data. The qualitative data were analyzed using the thematic analysis technique.FindingsThe authors found that the HPWSs dimensions (i.e., ability and opportunity-enhancing practices) explain the OA level. The HPWSs dimensions (i.e., ability, motivation, and opportunity-enhancing practices) have a significant positive effect on the KMSs quality. The KMSs (i.e., system, service, and information quality) have a significant positive effect on OA and mediate the relationship between HPWSs and OA.Originality/valueThis study is among the first to add significant information on how the quality-based KMSs (as mediator) explain the complex relationship between HPWSs dimensions and OA.Research limitations/implicationsLimited attention was paid to investigating the OA enablers. This study bridges the aforementioned research gap by providing in-depth explanations on how the working systems atmosphere emphasizing ability, motivation, and opportunity-enhancing practices alongside the quality-based KMSs enable OA.Practical/managerial implicationThe findings provide the decision makers in public-telecom sector with a clear guideline for achieving ambidexterity in turbulent business environment.