000			01858nam a2200205 4500
999			_c52822 _d52822
003			OSt
005			20191119131328.0
008			191119b ||||| |||| 00| 0 eng d
100			_aMom, Tom J. M. _934954
245			_aA Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity
300			_a 3009-3034 p.
520			_aResearch on strategic human resource (HR) management and organizational ambidexterity has assumed that organizational ambidexterity originates from operational managers that pursue both exploratory and exploitative activities. Yet, multilevel insights are absent about how and through which mechanisms HR practices may actually facilitate operational manager ambidexterity and how their ambidexterity may result into organizational ambidexterity. Our multisource and multilevel data from 467 operational managers and 104 senior managers within 52 firms reveals that the top-down effects of ability- and motivation-enhancing HR practices on operational manager ambidexterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation. Furthermore, we find that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices. With that, our study provides important new multilevel insights into the effectiveness of strategic HR systems in supporting individual and organizational ambidexterity.
653			_aambidexterity
653			_astrategic human resource management
700			_aChang, Yi-Ying _934955
700			_aCholakova, Magdalena _934956
700			_aJansen, Justin J. P. _934957
773	0		_029017 _977320 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55511131 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE