Balancing the organizational tightrope: how flexibility-oriented HRM and empowering leadership drive organizational ambidexterity

Purpose By drawing on dynamic capabilities theory, this study aims to propose an integrated framework that illuminates the role of flexibility-oriented human resource management (FHRM) in developing ambidextrous (explorative and exploitative) capabilities among employees, which reflects on the organization’s capability to become ambidextrous. Next to their presence, this study also considers the interaction between FHRM and empowering leadership in cultivating employee ambidexterity. Design/methodology/approach A systematic literature review of research papers on ambidexterity was conducted to develop the conceptual framework. Findings Based on the review findings, it is suggested that the resource and coordination subsystems of FHRM can enhance employees’ ambidextrous capabilities. These capabilities, in turn, contribute to the overall development of organizational ambidexterity. Moreover, it is postulated that empowering leadership may play a crucial role in strengthening the impact of FHRM on the development of employee ambidexterity capabilities. This can be achieved by facilitating exploitative and explorative behaviours and alleviating the tensions arising from conflicting demands, thus enabling employees to nurture their ambidextrous capabilities in their tasks effectively. Originality/value This study addresses the lack of a deeper understanding of ambidexterity in the current literature by examining ambidexterity at both the individual and the organizational levels. In addition, this study takes an interdisciplinary approach by integrating concepts of HRM and leadership into a single framework, which could offer both scholars and practitioners.