Employee ambidexterity and firm sustainability in small and medium-sized enterprises: a resource-based perspective

Purpose This study aims to examine the influence of employee ambidexterity on firm sustainability, encompassing economic, social and environmental dimensions, within United Arab Emirates (UAE) small and medium-sized enterprises (SMEs). It also explores the moderating role of perceived organisational support (POS) in this relationship. Design/methodology/approach Drawing upon the resource-based view (RBV), data were collected from 476 employees across UAE SMEs and analysed using partial least squares structural equation modelling to test the hypothesised relationships. Findings Employee ambidexterity significantly enhances all three dimensions of sustainability, affirming its strategic importance. POS was not found to moderate the ambidexterity−sustainability relationship but demonstrated significant direct effects on sustainability outcomes. Practical implications The findings highlight the necessity for SME managers to invest in ambidexterity-enhancing practices and create supportive environments that empower employees to drive sustainability efforts across multiple dimensions. Originality/value This study advances the literature by integrating employee ambidexterity and POS into the RBV framework and providing empirical evidence from a non-Western SME context. It underscores the critical role of micro-level capabilities in shaping firm-level sustainability.