Synergistic partners: How HRM and leadership climate shape employees’ ambidextrous behavior

Recent advancements in ambidexterity research suggest that HRM plays a vital role in shaping contextual ambidexterity. Building on social information processing theory, the present study extends this literature by putting the spotlight on two fundamental, yet often implicit assumptions of contextual ambidexterity. First, we examine how HRM practices that are specifically designed to promote ambidextrous cues (i.e., ambidexterity-oriented HRM [A-HRM] practices) are related to contextual ambidexterity. Second, we address the premise that such HRM practices actually affect all employees in an organization. In addition, we introduce transformational leadership (TFL) climate as a critical boundary condition that helps to translate paradoxical signals of A-HRM practices to the employees. We tested these relationships in a multi-source sample of 16,740 employees from 94 organizations and found support for the proposed interaction effect of A-HRM and TFL climate on employees’ ambidextrous behavior and, in turn, organizational performance (i.e., indirect effects). Our study contributes to a better understanding of creating contextual ambidexterity and the important role of leaders in the implementation of A-HRM practices.