The mediating role of employee ambidexterity in the relationship between high-performance work system and employee work performance: An empirical evidence from ethio-telecom

References

• Adams, J., Khan, H., & Raeside, R. (2014). Research methods for business and social science students (2nd) ed.). SAGE Publications, Inc. http://library1.nida.ac.th/termpaper6/sd/2554/19755.pdf
   Google Scholar
• Ali, M., Lei, S., Freeman, S., & Khan, M. M. (2019). Implemented and perceived high-performance work system and its effect on branch performance: A 2-1-2 mediational multilevel approach. Employee Relations: The International Journal, 41(4), 793–21. https://doi.org/10.1108/ER-08-2017-0186
   Web of Science ®Google Scholar
• Al-tit, A. A. (2020). The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange. International Journal of Engineering Business Management, 12, 1–13. https://doi.org/10.1177/1847979020947236
   Web of Science ®Google Scholar
• Arefin, S., Alam, S., Islam, R., Rahaman, M. M., & Jayawickrama, U. (2019). High-performance work systems and job engagement: The mediating role of psychological empowerment. Cogent Business & Management, 6(1), 1–17. https://doi.org/10.1080/23311975.2019.1664204
   Web of Science ®Google Scholar
• Babbie, E. (2016). The practice of social research (14th) ed.). Cengage Learning.
   Google Scholar
• Bagozzi, R., & Yi, Y. (1988). On the evaluation of structural equation models. Academy of Marketing Science, 16(1), 74–94. https://doi.org/10.1007/BF02723327
   Google Scholar
• Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1037/0022-3514.51.6.1173
   PubMed Web of Science ®Google Scholar
• Baruch, Y., & Holtom, B. C. (2008). Survey response rate levels and trends in organizational research. Human Relations, 61(8), 1139–1160. https://doi.org/10.1177/0018726708094863
   Web of Science ®Google Scholar
• Behravesh, E., Tanova, C., & Abubakar, A. M. (2019). Do high-performance work systems always help to retain employees or is there a dark side? The Service Industries Journal. https://doi.org/10.1080/02642069.2019.1572748
   Web of Science ®Google Scholar
• Beltran-Martin, I., Roca-Puig, V., Escrig-Tena, A., & Bou-Llusar, J. (2008). Human resource flexibility as a mediating variable between high performance work systems and performance. Journal of Management, 34(5), 1009–1044. https://doi.org/10.1177/0149206308318616
   Web of Science ®Google Scholar
• Bentler, P. M. (1990). Comparative fit indexes in structural models. Psychological Bulletin, 107(2), 238–246. https://doi.org/10.1037/0033-2909.107.2.238
   PubMed Web of Science ®Google Scholar
• Boxall, P., & MacKy, K. (2009). Research and theory on high-performance work systems: Progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3–23. https://doi.org/10.1111/j.1748-8583.2008.00082.x
   Web of Science ®Google Scholar
• Cai, Y. (2020). High-performance work systems in mainland China: A review and research agenda. Asia Pacific Business Review, 26(5), 563–587. https://doi.org/10.1080/13602381.2020.1791490
   Web of Science ®Google Scholar
• Caniels, M., Neghina, C., & Schaetsaert, N. (2017). Ambidexterity of employees: The role of empowerment and knowledge sharing. Journal of Knowledge Management, 21(5), 1098–1119. https://doi.org/10.1108/JKM-10-2016-0440
   Web of Science ®Google Scholar
• Carvalho, V. S., & Chambel, M. J. (2015). Perceived high-performance work systems and subjective well-being: Work-to-family balance and well-being at work as mediators. Journal of Career Development, 1–14. https://doi.org/10.1177/0894845315583113
   Web of Science ®Google Scholar
• Chien, G. C. L., Mao, I., Nergui, E., & Chang, W. (2020). The effect of work motivation on employee performance: Empirical evidence from 4-star hotels in Mongolia. Journal of Human Resources in Hospitality and Tourism, 19(4), 473–495. https://doi.org/10.1080/15332845.2020.1763766
   Google Scholar
• Chirkov, V., & Anderson, J. (2018). Statistical positivism versus critical scientific realism. A comparison of two paradigms for motivation research: Part 1. A philosophical and empirical analysis of statistical positivism. Theory & Psychology, 1–25. https://doi.org/10.1177/0959354318804670
   Google Scholar
• Collier, J. E. (2020). Applied structural equation modeling using AMOS. Applied Structural Equation Modeling Using AMOS. Routledge https://doi.org/10.4324/9781003018414.
   Google Scholar
• Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528. https://doi.org/10.1111/j.1744-6570.2006.00045.x
   Web of Science ®Google Scholar
• Çömez, P., Erdil, O., Alpkan, L., & ÇÖMEZ, P. (2011). The effects of ambidexterity and generative learning on innovative firm performance: The mediating effect of transformational leadership. Journal of Global Strategic Management, 10(5), 76–89. https://doi.org/10.20460/JGSM.2011515799
   Google Scholar
• Diogo, P., & Costa, J. F. D. (2019). High performance work systems and employee outcomes: A meta-analysis for future research. 1(1). http://www.uc.pt/en/uid/ceber/WorkingPapers/wp/wp_2019/wp_01
   Google Scholar
• Draugalis, J. L. R., & Plaza, C. M. (2009). Best practices for survey research reports revisited: Implications of target population, probability sampling, and response rate. American Journal of Pharmaceutical Education, 73(8), 1–3. https://doi.org/10.5688/aj7308142
   PubMed Web of Science ®Google Scholar
• Dutta, S. K. (2013). Ambidexterity as a mediating variable in the relationship between dynamism in the environment, organizational context and strategic renewal. Jindal Journal of Business Research, 2(1), 27–41. https://doi.org/10.1177/2278682114533177
   Google Scholar
• Edgar, F., Zhang, J. A., & Blaker, N. M. (2020). The HPWS and AMO: A dynamic study of system- and individual-level effects. International Journal of Manpower. https://doi.org/10.1108/IJM-12-2019-0541
   Web of Science ®Google Scholar
• Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
   Web of Science ®Google Scholar
• Fu, N., Ma, Q., Bosak, J., & Flood, P. (2015). Exploring the relationship between HPWS, organizational ambidexterity and firm performance in Chinese professional service firms. Journal of Chinese Human Resource Management, 6(1), 52–70. https://doi.org/10.1108/JCHRM-09-2014-0029
   Web of Science ®Google Scholar
• Garg, N., & Punia, B. (2017). Developing high performance work system for Indian insurance industry. International Journal of Productivity and Performance Management, 66(3), 320–337. https://doi.org/10.1108/IJPPM-06-2015-0082
   Web of Science ®Google Scholar
• Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. https://doi.org/10.2307/20159573
   Web of Science ®Google Scholar
• Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20(2), 119–137. https://doi.org/10.1111/j.1748-8583.2010.00123.x
   Web of Science ®Google Scholar
• Gürlek, M. (2020). Effects of high-performance work systems (HPWSs) on intellectual capital, organizational ambidexterity and knowledge absorptive capacity: Evidence from the hotel industry. Journal of Hospitality Marketing & Management. https://doi.org/10.1080/19368623.2020.1774029
   Web of Science ®Google Scholar
• Hahn, H. J., & Kim, S. (2017). An empirical study on the relationship between perceived employability and employee performance. Human Resource Development International. https://doi.org/10.1080/13678868.2017.1366175
   Google Scholar
• Hair, J., Black, W., Babin, B., & Anderson, R. (2014). Multivariate data analysis (seventh). Pearson education limited. https://doi.org/10.2307/2007941
   Google Scholar
• Harley, B., Sargent, L., & Allen, B. (2010). Employee responses to “high performance work system” practices: An empirical test of the disciplined worker thesis. Work, Employment and Society, 24(4), 740–760. https://doi.org/10.1177/0950017010380638
   Web of Science ®Google Scholar
• Hinton, P., McMurray, I., & Brownlow, C. (2014). SPSS explained (2nd) ed.). Routledge. https://doi.org/10.1017/CBO9781107415324.004
   Google Scholar
• Hu, L., & Bentler, P. M. (1998). Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. Psychological Methods, 3(4), 424–453. https://doi.org/10.1037/1082-989X.3.4.424
   Web of Science ®Google Scholar
• Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–872. https://doi.org/10.5465/256741
   Web of Science ®Google Scholar
• Ingvaldsen, J. A., Johansen, T. S., Aarlott, M. M., & Rolfsen, M. (2014). Emergent HPWS: Why HRM may not be needed to build a high- performance work system. Team Performance Management, 20(7/8), 294–306. https://doi.org/10.1108/TPM-03-2014-0021
   Google Scholar
• Jensen, J., Patel, P., & Messersmith, J. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724. https://doi.org/10.1177/0149206311419663
   Web of Science ®Google Scholar
• Jewell, D. O., Jewell, S. F., & Kaufman, B. E. (2020). Designing and implementing high-performance work systems: Insights from consulting practice for academic researchers. Human Resource Management Review. https://doi.org/10.1016/j.hrmr.2020.100749
   Web of Science ®Google Scholar
• Jiang, K., & Messersmith, J. (2017). On the shoulders of giants: A meta-review of strategic human resource management. International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2017.1384930
   Web of Science ®Google Scholar
• Jyoti, J., & Dev, M. (2016). Perceived high-performance work system and employee performance: Role of self-efficacy and learning orientation. Metamorphosis: A Journal of Management Research, 15(2), 115–133. https://doi.org/10.1177/0972622516688392
   Google Scholar
• Jyoti, J., & Rani, A. (2017). High performance work system and organisational performance: Role of knowledge management. Personnel Review, 46(8), 1770–1795. https://doi.org/10.1108/PR-10-2015-0262
   Web of Science ®Google Scholar
• Kloutsiniotis, P. V., & Mihail, D. M. (2018). The link between perceived high-performance work practices, employee attitudes and service quality: The mediating and moderating role of trust. Employee Relations, 40(5), 801–821. https://doi.org/10.1108/ER-08-2017-0201
   Web of Science ®Google Scholar
• Kloutsiniotis, P. V., & Mihail, D. M. (2020). Is it worth it? linking perceived high-performance work systems and emotional exhaustion: The mediating role of job demands and job resources. European Management Journal, 38(4), 565–579. https://doi.org/10.1016/j.emj.2019.12.012
   Web of Science ®Google Scholar
• Kobarg, S., Wollersheim, J., Welpe, I. M., & Spörrle, M. (2015). Individual ambidexterity and performance in the public sector: A multilevel analysis. International Public Management Journal. https://doi.org/10.1080/10967494.2015.1129379
   Web of Science ®Google Scholar
• Koopmans, L., Bernaards, C., Hildebrandt, V., Buuren, S., Beek, A. J. V. D., & Vet, H. C. W. D. (2013). Development of an individual work performance questionnaire. International Journal of Productivity and Performance Management, 62(1), 6–28. https://doi.org/10.1108/17410401311285273
   Google Scholar
• Koopmans, L., Bernaards, C., Hildebrandt, V., Buuren, S., Beek, A. J. V. D., & Vet, H. C. W. D. (2014). Improving the individual work performance questionnaire using Rasch analysis. Journal of Applied Measurement, 15(2), 160–175. https://pubmed.ncbi.nlm.nih.gov/24950534/
   PubMedGoogle Scholar
• Kumar, R. (2011). Research methodology: Step-by-step guide for beginners (3rd) ed.). SAGE Publications, Inc.
   Google Scholar
• Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25, 217–271. https://doi.org/10.1016/S0742-7301(06)
   Google Scholar
• Li, Y., & Lu, J. (2009). Review on employee job performance dimensions. In Institute of electrical and electronics engineers. Institute of Electrical and Electronics Engineers. https://doi.org/10.1109/ICMSS.2009.5304406
   Google Scholar
• Li, C., Naz, S., Khan, M. A. S., Kusi, B., & Murad, M. (2019). An empirical investigation on the relationship between a high-performance work system and employee performance: Measuring a mediation model through partial least squares–structural equation modeling. Psychology Research and Behavior Management, 12, 397–416. https://doi.org/10.2147/PRBM.S195533
   PubMed Web of Science ®Google Scholar
• Luu, T. T. (2018). Service-oriented high-performance work systems and service-oriented behaviours in public organizations: The mediating role of work engagement. Public Management Review. https://doi.org/10.1080/14719037.2018.1526314
   Web of Science ®Google Scholar
• Malik, A., Boyle, B., & Mitchell, R. (2017). Contextual ambidexterity and innovation in healthcare in India: The role of HRM. Personnel Review, 46(7), 1358–1380. https://doi.org/10.1108/PR-06-2017-0194
   Web of Science ®Google Scholar
• Marathe, G., & Pathak, K. (2013). Identification of multiple theoretical linkages for high performance work system: A literature review. Management and Labour Studies, 38(1&2), 39–52. https://doi.org/10.1177/0258042X13491361
   Google Scholar
• Marin-garcia, J. A., & Tomas, J. M. (2016). Deconstructing AMO framework: A systematic review. In Intangible capital (pp. 1040–1087). http://dx.doi.org/10.3926/ic.838
   Google Scholar
• McGaghie, W., Bordage, G., & Shea, J. (2001). Review criteria. Academic Medicine, 76(9), 922–951. https://doi.org/10.1097/00001888-200109000-00020
   Web of Science ®Google Scholar
• Mom, T. J. M., Chang, -Y.-Y., Cholakova, M., & Jansen, J. J. P. (2018). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal of Management, XX(X), 1–26. https://doi.org/10.1177/0149206318776775
   Google Scholar
• Mostafa, A. M. S. (2015). High-performance HR practices, work stress and quit intentions in the public health sector: Does person–organization fit matter? Public Management Review. https://doi.org/10.1080/14719037.2015.1100319
   Web of Science ®Google Scholar
• Muhammad, F., Ikram, A., Jafri, S. K., & Naveed, K. (2021). Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity: An empirical study of it and telecom firms. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 1–12. https://doi.org/10.3390/joitmc7010009
   Google Scholar
• Nadeem, K., Riaz, A., Iftikhar, Y., Ahmad, M. B., & Shamshad, W. (2019). Influence of high-performance work system on employee service performance and OCB: The mediating role of psycap. International Economics and Business, 5, 2. https://doi.org/10.5296/ieb.v5i2.15009
   Google Scholar
• O’Reilly, C., III, & Tushman, M. (2013). Organizational ambidexterity: Past, present and future. Academy of Management, 27(4), 324–338. https://www.jstor.org/stable/43822033
   Google Scholar
• Patel, P. C., Messersmith, J., Lep, & Lepak, D. P. (2013). Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), 1420–1442. https://doi.org/10.5465/amj.2011.0255
   Web of Science ®Google Scholar
• Peng, M. Y., Lin, K., Peng, D. L., & Chen, P. (2019). Linking organizational ambidexterity and performance: The drivers of sustainability in high-tech firms. Sustainability, 11(3931), 1–17. https://doi.org/10.3390/su11143931
   Google Scholar
• Pertusa-Ortega, E. M., Tarí, J. J., Pereira-Moliner, J., Molina-Azorín, J. F., & López-Gamero, M. D. (2021). Developing ambidexterity through quality management and their effects on performance. International Journal of Hospitality Management, 92, 102720. https://doi.org/10.1016/j.ijhm.2020.102720
   Web of Science ®Google Scholar
• Plimmer, G., Bryson, J., & Teo, S. T. T. (2017). Opening the black box: The mediating roles of organisational systems and ambidexterity in the HRM-performance link in public sector organisations. Personnel Review, 46(7), 1434–1451. https://doi.org/10.1108/PR-10-2016-0275
   Web of Science ®Google Scholar
• Podsakoff, P. M., Mackenzie, S. B., Lee, J., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: Conceptual model and empirical validation. Business Perspectives and Research, 5(1), 1–17. https://doi.org/10.1177/2278533716671630
   Google Scholar
• Prieto-Pastor, I., & Martin-Perez, V. (2015). Does HRM generate ambidextrous employees for ambidextrous learning? The moderating role of management support. International Journal of Human Resource Management, 26(5), 589–615. https://doi.org/10.1080/09585192.2014.938682
   Web of Science ®Google Scholar
• Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375–409. https://doi.org/10.1177/0149206308316058
   Web of Science ®Google Scholar
• Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organizational Science, 20(4), 685–695. https://doi.org/10.1287/orsc.1090.0428
   Web of Science ®Google Scholar
• Reilly, C. A. O., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management, 27(4), 324–338. https://doi.org/10.5465/amp.2013.0025
   Google Scholar
• Rosing, K., & Zacher, H. (2016). Individual ambidexterity: The duality of exploration and exploitation and its relationship with innovative performance. European Journal of Work and Organizational Psychology. https://doi.org/10.1080/1359432X.2016.1238358
   Web of Science ®Google Scholar
• Saunders, M., Lewis, P., & Thornhill, A. (2016). Research methods for business students (7th) ed., Vol. 4). 1. Pearson Education Limited.
   Google Scholar
• Schnellbacher, B., Heidenreich, S., & Wald, A. (2019). Antecedents and effects of individual ambidexterity -A cross-level investigation of exploration and exploitation activities at the employee level. European Management Journal, 37(4), 442–454. https://doi.org/10.1016/j.emj.2019.02.002
   Web of Science ®Google Scholar
• Schumacker, R. E., & Lomax, R. G. (2010). A beginner’s guide to structural equation modeling (Third Edit) ed.). Taylor & Francis.
   Google Scholar
• Su, F., Lei, Y., He, Y., & Luo, H. (2019). Perceived high-performance work systems and work well-being in the express industry: A moderated mediation model. 16th International Conference on Service Systems and Service Management, ICSSSM, 1–6. https://doi.org/10.1109/ICSSSM.2019.8887727
   Google Scholar
• Swart, J., Turner, N., van Rossenberg, Y., & Kinnie, N. (2016). Who does what in enabling ambidexterity? Individual actions and HRM practices. International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2016.1254106
   Google Scholar
• Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017). High-performance work system and employee creativity: The roles of perceived organisational support and devolved management. Personnel Review, 46(7), 1318–1334. https://doi.org/10.1108/PR-09-2016-0235
   Web of Science ®Google Scholar
• Tensay, A. T., & Singh, M. (2020). The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia. Heliyon, 6(6), e04094. https://doi.org/10.1016/j.heliyon.2020.e04094
   PubMed Web of Science ®Google Scholar
• van Esch, E., Wei, L. Q., & Chiang, F. F. T. (2018). High-performance human resource practices and firm performance: The mediating role of employees’ competencies and the moderating role of climate for creativity. International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2016.1206031
   Web of Science ®Google Scholar
• Werner, S. (2011). High performance work systems in the global context: A commentary essay. Journal of Business Research, 64(8), 919–921. https://doi.org/10.1016/j.jbusres.2010.09.002
   Web of Science ®Google Scholar
• White, M., & Bryson, A. (2019). The impact of high-performance work system on employees: A sectoral comparison. SSRN Electronic Journal, (No. 12527). https://doi.org/10.2139/ssrn.3445794
   Google Scholar
• Zafar, A., Kayani, M. B., & Iqbal, Q. (2019). Impact of high-performance work system (HPWS) on employee job engagement and job performance with moderation of Islamic work ethics. Global Journal of Emerging Sciences, 1(2), 152–173. https://www.researchgate.net/publication/338584452_Impact_of_High-Performance_Work_System_HPWS_On_Employee_Job_Engagement_and_Job_Performance_with_Moderation_of_Islamic_Work_Ethics/citations
   Google Scholar
• Zhang, J., Akhtar, M. N., Bal, P. M., Zhang, Y., & Talat, U. (2018). How do high-performance work systems affect individual outcomes: A multilevel perspective. Frontiers in Psychology, 9(APR), 1–13. https://doi.org/10.3389/fpsyg.2018.00586
   PubMedGoogle Scholar
• Zhang, J., Bal, P. M., Akhtar, M. N., Long, L., Zhang, Y., & Ma, Z. (2018). High-performance work system and employee performance: The mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources. https://doi.org/10.1111/1744-7941.12199
   Web of Science ®Google Scholar
• Zhang, J. A., Chen, G., O’Kane, C., Xiang, S., & Wang, J. (2020). How employee exploration and exploitation affect task performance: The influence of organizational competitive orientation. International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2020.1745866
   Web of Science ®Google Scholar
• Zhang, Z., & Jia, M. (2010). Using social exchange theory to predict the effects of high-performance human resource practices on corporate entrepreneurship: Evidence from China. Human Resource Management, 49(4), 743–765. https://doi.org/10.1002/hrm
   Web of Science ®Google Scholar