Building ambidexterity: The role of human resource practices in the performance of firms from Spain

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Abstract

Both researchers and managers are increasingly interested in how firms can pursue ambidextrous learning—that is, simultaneously exploring new knowledge domains while exploiting current ones. In this study, we attempt to bring human resource management into this forum by introducing and testing how high-involvement human resource practices shape the social climate that affects the firm's ambidextrous learning and subsequent performance. A field study of 198 companies from Spain showed that high-involvement human resource practices were positively related to the social climate that, in turn, facilitates ambidextrous learning and improved performance. © 2012 Wiley Periodicals, Inc.

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