Lecturer, Department of Management Sciences, Qurtuba University of Science and Information Technology, DI Khan, Pakistan

Purpose - This research aims to analyze the impact of intellectual capital on organizational performance. It also examines the mediating role of managerial ambidexterity and the moderating role of ambidextrous leadership. Design/methodology/approach - A cross-sectional quantitative research design is employed. A structured survey was undertaken to obtain data from employees in manufacturing SMEs. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings - The findings indicate that the three-dimensional dimensions of intellectual capital have a favourable link with organisational success when channelled through management ambidexterity and ambidextrous leadership. Practical implications - To achieve high performance within organizations, it is crucial to systematically allocate resources to intellectual capital while investing in ambidextrous leadership, thereby enhancing the performance bonus of ambidextrous practices. Managerial implications - To monitor the role of human, structural, and relational capital in ambidexterity and performance, executives must actively incorporate intellectual capital measurement into their performance management frameworks. Originality/value - This paper uncovers ambidextrous leadership as a synergistic moderator that enhances the mediated influence of intellectual capital on organisational performance via managerial ambidexterity, exposing a previously unknown orchestration mechanism.