High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

Al‐Agry, Dina Farouk

doi:10.1002/joe.22090

Cited by 5 publications

(4 citation statements)

References 85 publications

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“…In line with the 2030 Agenda for Sustainable Development of the UN and its Sustainable Development Goals, its pursues the highest standards of CSR (meeting its clients’ expectations; creating shareholder value; supporting and empowering employees; improving local communities; ensuring employee safety; and eventually minimizing environmental impact). Therefore, the company is an excellent research setting for examining the study topic and validating the research model, while enhancing the representation of studies in Egypt (Al‐Agry, 2021).…”

Section: Methodsmentioning

confidence: 99%

Behaving green.. who takes the lead? The role of responsible leadership, psychological ownership, and green moral identity in motivating employees green behaviors

Ismail

Hilal

2022

Glob Bus Org Exc

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There has been a growing interest in the organizational and individual factors that affect employees green behaviors. However, it is necessary to examine their interactive effect in order to help clarify the mechanism by which such behaviors are developed and how they could be better reinforced. To address this issue, we have developed and tested a dynamic model of the interactions among responsible leadership, psychological ownership, and green moral identity in predicting employees green behavior. Empirical data were collected from 292 employees working in one of the holding companies, Egypt. The results support the hypothesized model, in which responsible leadership is a significant predictor of employees green behaviors. Moreover, it was found that psychological ownership significantly mediates the relationship between responsible leadership and such behaviors, while green moral identity significantly moderated that relationship. The theoretical and managerial implications of results are discussed. Primarly, organizations should reinforce leaders' sense of commitment toward protecting the environment. In turn, leaders should instil the concept of environmentalism as a continuous way of life in workplace culture.

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Section: Methodsmentioning

confidence: 99%

Behaving green.. who takes the lead? The role of responsible leadership, psychological ownership, and green moral identity in motivating employees green behaviors

Ismail

Hilal

2022

Glob Bus Org Exc

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“…Future studies may also profitably investigate important outcomes of HRM practices other than organizational innovation, such as business sustainability (Chopra et al. , 2021), organizational ambidexterity (Al-Agry, 2021) and organizational commitment (Rubel et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

The differential effects of human resource management on organizational innovation: a meta-analytic examination

Chen,

Wu,

Wang

et al. 2023

IJM

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PurposeThis meta-analytical review aims to clarify the relationships between three bundles of human resource management (HRM) practices—competency-enhancing, motivation-enhancing and opportunity-enhancing—and organizational innovation by addressing two questions: (a) Which types of HRM bundles are most strongly related to different forms of innovation (i.e. process and product innovation)? And (b) Which mechanism provides a stronger explanation for the positive effects of HRM bundles on innovation?Design/methodology/approachBased on data from 103 studies, a meta-analysis was conducted to quantitatively summarize existing HRM–innovation studies at the organizational level.FindingsThe results showed that the competency-enhancing bundle was more positively related to product innovation than the motivation-enhancing and opportunity-enhancing bundles. The opportunity-enhancing bundle was most strongly associated with process innovation. The authors further found that knowledge management capability (KMC) and employee motivation mediated the positive relationship between the three HRM bundles and innovation outcomes. In comparing the two mechanisms, this review suggests that KMC better explains both the impact of the competency-enhancing HRM bundle on product innovation and the effect of the opportunity-enhancing bundle on process innovation.Originality/valueBased on behavioral and knowledge management perspectives, this study takes a sub-bundle approach to providing an integrative review by comparing the direct effects and mediating paths of HRM bundles on product and process innovation.

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“…Fundamental issues arise from the combination of conflicting behaviours, competencies and structures. It relies on how organisations align their HRM system with their strategic planning in managing HR and internal alignment in the HRM system (Al-Agry, 2021). Finally, HR policies from SHRM have emerged as effective ways for firms to support excellent employment outcomes by fostering employees’ feelings of skill, self-assurance and self-sufficiency in recent years (Akhtar, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

How Ambidextrous Human Resource System Affect Employee Creativity? A Study in the Pakistani Context

Yasmeen

Khan

Ahmed

2022

South Asian Journal of Human Resources Management

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Strategic human resource management scholars have devoted substantial research to determine the relationship between human resource management (HRM) and creativity. It has focused primarily on HRM architecture at the macro level: exploring the effect of the HRM system on performance related to capacity building, skills and competencies. In framing that HRM architecture, this macro focus informs organisations about how to promote creativity. However, literature on how a creativity-targeted HRM system, for instance, the ambidextrous HR system, influences employees’ perceptions and experiences to be more creative at the individual level is still limited. The multilevel perspective on how the HRM system can potentially promote the creativity of employees is still limited. The multilevel data from 100 HR heads and 400 faculty employees of public and private sector universities show that the top-down effect of the ambidextrous HR system on employee creativity is partially mediated by ambidextrous learning and organisation-based self-esteem. Based on the findings, the study offers practical and theoretical implications.

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High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

Cited by 5 publications

References 85 publications

Behaving green.. who takes the lead? The role of responsible leadership, psychological ownership, and green moral identity in motivating employees green behaviors

Behaving green.. who takes the lead? The role of responsible leadership, psychological ownership, and green moral identity in motivating employees green behaviors

The differential effects of human resource management on organizational innovation: a meta-analytic examination

How Ambidextrous Human Resource System Affect Employee Creativity? A Study in the Pakistani Context

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