How relational and collective identification shape the relationship between individual ambidexterity and job performance

Asbtract In the contemporary business landscape, employees are increasingly expected to demonstrate a wide range of competencies, which require a combination of exploration‐based and exploitation‐based individual abilities. In this vein, the present study investigates how individual ambidextrous abilities affect job performance. Furthermore, by bridging the gap between individual ambidexterity literature and dynamic self‐concept theory, we argue that identification with both peers and leaders plays a contingency role, thus moderating the relationship between individual ambidexterity and job performance. To test our hypotheses, we conducted a multi‐source field study of 380 employees operating in manufacturing firms. The collected data combines objective measures of individual ambidextrous abilities, supervisory‐rated job performance, and identification measures. Our hypotheses received empirical support. Overall, this study provides practical guidance for organizations by highlighting the importance of fostering individual ambidexterity to maintain high job performance through effective cooperation with both peers and leaders at work.