Ambidexterity is of central importance to the competitive advantage of the firm, yet to date there is limited understanding of how it is managed. The theorization of ambidexterity is inadequate for complex, practical realities and, in turn, this hinders the way in which it can aid the management of ambidexterity in practice. This paper asks: What are the mechanisms for achieving ambidexterity? The authors use a systematic review to develop a research framework which integrates intellectual capital resources (organizational, social and human capital) across various levels of analysis (organization, group and individual). This review extends understanding of the generic mechanisms (i.e. temporal, structural and contextual ambidexterity) that dominate the literature. This allows for a more fine‐grained understanding of how ambidexterity is achieved and enables avenues for further research to be identified.

This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.

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We identify the desirability of simultaneously using knowledge assets both to exploit and explore (ambidexterity) and highlight the significance of this for the project context. We use an intellectual capital perspective and theorise that managing projects draws upon human, social and organisational capital. We examine how this is used by managers, in a qualitative study in technology projects, to explain better how ambidexterity is achieved.Ambidexterity in the use of knowledge assets is shown to exist in the practices of managers but without them necessarily having a conscious strategy for it. We identify the mechanisms by which this happens and note the distinctive role of social capital. We demonstrate the integrative nature of the mechanisms, and how each mechanism can involve the deployment of either single or multiple elements of intellectual capital. In so doing we extend the existing theory to the operational level and demonstrate the utility of this approach.

This position paper presents the state-of-the art of the field of workplace commitment. Yet, for workplace commitment to stay relevant, it is necessary to look beyond current practice and to extrapolate trends to envision what will be needed in future research. Therefore, the aim of this paper is twofold, first, to consolidate our current understanding of workplace commitment in contemporary work settings and, second, to look into the future by identifying and discussing avenues for future research. Representative of the changing nature of work, we explicitly conceptualize workplace commitment in reference to (A) "Temporary work", and (B) "Cross-boundary work". Progressing from these two themes, conceptual, theoretical and methodological advances of the field are discussed. The result is the identification of 10 key paths of research to pursues, a shared agenda for the most promising and needed directions for future research and recommendations for how these will translate into practice. ARTICLE HISTORY

PurposeThe purpose of this article is to review current literature on intellectual capital and its second‐tier sub‐components with a view to developing an improved research framework and a foundation for measures.Design/methodology/approachRefereed journal articles were selected from social sciences citations index (SSCI) and business source premier with a time limit of ten years.FindingsClear definitions are developed for each sub‐component of intellectual capital. This was done after identifying, for each sub‐component, the dimensions along which current definitions and research differ. A research framework is developed, which emphasizes the interaction between sub‐components of intellectual capital.Originality/valueThe paper provides a clear integrated framework and measures of forms of intellectual capital to guide and inform future research.

This paper identifies the interrelationship between the nature of knowledge assets (inputs), HR practices and types of organisational learning (outputs) in Professional Service Firms (PSFs). First, we draw on a theoretical framework which includes both exploitive and explorative learning and is appreciative of the time‐dimensions within which PSFs operate (accelerated‐planned). This juxtaposition identifies four learning orientations. Second, we conduct a thematic analysis of multiple case study data to identify the properties of the dominant knowledge assets and the HR practices that underpin each learning orientation. Finally, we highlight the HR approaches to managing the tensions which arise when exploitive and explorative learning are combined.