The purpose of this paper is to explore whether the use of high-performance work systems (HPWSs) facilitates the development of organizational ambidexterity directly or through a mediating variable such as ambidextrous organizational culture.
The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels. The data analysis method used was the partial least squares.
The results of the research confirm that HPWSs exert a direct influence on organizational ambidexterity. HPWSs shape and integrate exploitative and exploratory activities through the construction of a culture that promotes organizational diversity and shared vision, which are needed to shape a suitable context for ambidexterity. Therefore, ambidextrous organizational culture emerges as a mediating variable between HPWSs and organizational ambidexterity. Finally, the ambidexterity of hotels has a positive impact on their performance.
The present paper presents new alternatives when undertaking research on organizational ambidexterity. More specifically, this research incorporates a mediator variable called ambidextrous organizational culture between HPWSs and organizational ambidexterity, which has not been considered before.
Úbeda-García, M., Claver-Cortés, E., Marco-Lajara, B., García-Lillo, F. and Zaragoza-Sáez, P. (2018), "Continuous innovation in the hotel industry: The development of organizational ambidexterity through human capital and organizational culture in Spanish hotels", International Journal of Contemporary Hospitality Management, Vol. 30 No. 12, pp. 3609-3631. https://doi.org/10.1108/IJCHM-06-2017-0326Download as .RIS
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