How does executive strategic human resource management link to organizational ambidexterity? An empirical examination of manufacturing firms in China

Yang Chen, Guiyao Tang, Fang Lee Cooke, Jiafei Jin

Research output: Contribution to journalArticleResearchpeer-review

20 Citations (Scopus)

Abstract

Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork-oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource-based view and information-processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge–sharing intensity from middle managers to top management teams. Drawing on a multiple-source and multiple-respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge-sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity.

Original languageEnglish
Pages (from-to)919-943
Number of pages25
JournalHuman Resource Management
Volume55
Issue number5
DOIs
Publication statusPublished - 1 Sep 2016

Keywords

  • executive strategic HRM system
  • knowledge sharing
  • organizational ambidexterity
  • TMT effectiveness

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