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

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.

KEYWORDS:

• HPWS
• innovation
• team leadership support
• psychological capital
• social capital
• team ambidexterity

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This work was supported by National Natural Science Foundation of China [Grants No. 72072084; 71832006].

Notes on contributors

Xiao-Yu Wang

Xiao-Yu Wang is a doctoral student at the School of Business, Nanjing University, China. Her research interests include strategic HRM and organizational behavior.

Jian-Quan Lyu

Jian-Quan Lyu is a doctoral student at the School of Business, Nanjing University, China. Her research interests include strategic HRM and social capital.

De-Jun Cheng

De-Jun Cheng is a Professor of Management at the School of Business, Nanjing University, China. His research interests include strategic HRM and organization theory.