This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Organizations that are competing in dynamic global markets are increasingly adopting ambidextrous strategies where exploration and exploitation capabilities are combined simultaneously. However, am...

Ambidextrous work in smart city project alliances: unpacking the role of human resource management systems

Fostering strategic agility: How individual executives and human resource practices contribute

High performance work system and performance: Opening the black box through the organizational ambidexterity and human resource flexibility

Ambidexterity is a growing field of management research. However, the role of human resources (HR) and organizational factors needs further exploration because of the fragmented nature of prior work and the subsequent lack of a unifying framework. Our review of 41 empirical studies identifies distinct research streams that relate to the effects of employee characteristics, leader characteristics, organizational structure, culture, social relationships, and organizational environment on ambidexterity. We discuss the most important findings within each stream, which contributes to the HR and ambidexterity literature by addressing the current state of our knowledge. To move forward research in this area, we identify important, yet underexplored areas in each stream. This contributes to the literature by highlighting specific gaps in our current knowledge that represent new avenues for future research. We also identify important interrelationships between different streams that need further clarification. We summarize our findings into an integrative model that elucidates the role of HR and organizational factors in ambidexterity. This contributes to a more comprehensive understanding of ambidexterity from the HR and organizational perspectives. © 2015 Wiley Periodicals, Inc.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/hrm.21772

Schlomo Tarba

Papers

Guest Editors’ Introduction: The Role of Human Resources and Organizational Factors in Ambidexterity

Guest editorial: Work from anywhere: implications for employees and organizations