Ambidexterity and High-Performance Work Systems: the Roles of Knowledge Sharing, Leadership Style, and Social Media

Research on knowledge sharing, participative leadership, and exploitation-exploration has demonstrated its influence on high-performance work systems (HPWS) and the quality of employee performance. In the context of employee ambidexterity, which encompasses both exploitation and exploration innovations, there is a notable gap in research directly addressing these two aspects. Data were collected from target employees using an offline questionnaire-based survey, yielding 56 valid responses. This study aims to determine the extent and significance of the supporting variables on employee ambidexterity. Using structural equation modeling, the findings reveal that participative leadership has a positive and significant effect on HPWS and the quality of employee performance. Additionally, exploration has a positive and significant effect on HPWS. The results of this study suggest strategies for enhancing the competitive quality of employee performance, including participative leadership, knowledge sharing, and exploration innovation.