How HR Practices influence Managers and Organisational Ambidexterity in Pakistani Firms: The Mediatory role of Self-Efficacy and Motivation in a Multilevel Integrated Framework

Abstract

Organizational ambidexterity originates from operational managers that follow together exploitative and exploratory activities. In a way from side to side which mechanisms, HR performances in Pakistan might really ease operational manager ambidexterity and further result in organizational ambidexterity is still an open question? For this, we applied (Mom, Chang, Cholakova, & Jansen, 2019) model to different sized firms of Pakistan. We hypothesize that ability and motivation enhancing HR practices effects operations manager ambidexterity through enhancing role breath and basic motivational orientation. Manager ambidexterity would further induce Organizational Ambidexterity. Moreover, Opportunity enhancing HR practices plays a complementary role in producing influencing of manager ambidexterity on Organizational Ambidexterity. A survey was directed by using a close-ended questionnaire which recognized the empirical validity. A multi-source and multilevel data were collected from 210 employees of the HR department belonging to 70 different sized firms and it was examined by means of confirmatory factor analysis and also organized equation modeling. For this, we gave 3 questionnaires to each firm. The result suggested that Ability Increasing these Practices directly and positively affect Operational Manager Ambidexterity along with the mediatory factor of Role Breadth Self-Efficacy. Operational Manager Ambidexterity in turn has a positive influence on Organization Ambidexterity. Manager and organizational Ambidexterity is also directly and positively affected by Role Breadth Self-Efficacy, Motivation Enhancing Practices, and Ability Enhancing Practices. Organizational Ambidexterity is also influenced by Opportunity Enhancing Practices. Lastly, Motivation Enhancing Practices have a positive and significant result of the mediatory factor of Intrinsic Motivation Orientation. We, however, didn’t find any significant evidence of complementarities between managers’ Ambidexterity and Opportunity enhancing HR practices in explaining Organizational Ambidexterity. The result suggests that the relationship among organizational ambidexterity along with the operational manager is liable on a firm that enhances HR practices. Along with that, our study that we scrutinized provides us important and new multilevel insights into the efficiency of strategic HR systems and in support of an individual and organizational ambidexterity.