Purpose This paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws on the dimensions of intellectual capital as a lens to understand ambidextrous capabilities. Design/methodology/approach Three research questions were addressed using a qualitative methodology. The researchers conducted ten interviews with sector experts from haute cuisine restaurants. Findings The paper identifies the constituents of organizational ambidexterity and intellectual capital in the haute cuisine sector. It also frames how these elements interrelate each other to allow the generation of ambidextrous capabilities. Research limitations/implications The investigation was conducted in only one country and a single sector. Practical implications The study provides guidance for haute cuisine restaurant managers to simultaneously develop innovation and efficiency in everyday activities, without having to choose between these two strategic objectives. Results show they must focus on human capital, which is one of the most important strategic resources in haute cuisine restaurants. This paper can help managers to design the organizational structures, processes and routines that allow haute cuisine restaurants to be ambidextrous. Originality/value The understanding of organizational ambidexterity and intellectual capital, and their integration, is critical for successful hospitality operations; however, research in this area is still limited. This integration can help haute cuisine restaurants to develop ambidextrous capabilities through their intellectual capital, establishing mechanisms to integrate individuals and group capabilities within the organizations.

Purpose: This paper proposes an alternative theoretical model to describe, from a multilevel perspective, the way in which ambidexterity is built across different organizational levels, through specific combinations of intellectual capital dimensions-human, social and organizational capital. Originality/value: The paper expands the extant literature in the field, describing different paths to achieving organizational ambidexterity. The configurational approach adopted adds value to the proposed model, as it helps to explaining alternative synergistic mixes of ambidextrous intellectual capital at different organizational levels.

Purpose Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity. Design/methodology/approach The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths. Findings This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective. Originality/value The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.

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In spite of its strategic relevance, functional flexibility has still not been clearly defined by the literature. Drawing on different conceptualizations and measurement tools, empirical studies have reached different and even contradictory findings. This paper proposes a construct to define and measure functional flexibility in the field of Human Resource Management. In doing so, we will try to clarify this concept, classifying previous definitions and contributing with an integrative conceptualization. In the first part of this work we discuss and justify the need for certain level of functional flexibility in human resource management systems, which helps the organization to improve its capacity to adaptat to current environments. From this point of view, this capacity is considered as a relevant source of competitive advantage. Drawing on our theoretical analysis, we propose a new functional flexibility construct and a measurement model that could help to develop deeper analysis on this topic. This construct would serve as a starting point in the definition of a measurement scale for functional flexibility. Future research lines derived from this analysis are discussed in the last section of the paper. Specifically, we discuss the need to analyse how exploration and exploitation of human capital can be combined in flexible human resource management strategies.