Linking paradoxical leadership with interorganizational knowledge sharing in projects: the role of ambidextrous motivations and absorptive capacity

Purpose Interorganizational knowledge sharing (IKS) has been regarded as a critical driver for achieving successful project delivery among participating organizations. Drawn on the Ability-Motivation-Opportunity (AMO) framework, this paper aims to examine the effect of paradoxical leadership (PL) on IKS and considers the mediating effects of ambidextrous motivations (AM) and the moderating effect of absorptive capacity (AC). Design/methodology/approach A hierarchical regression analysis was employed to estimate the moderated–mediation models based on the collected data from questionnaire surveys in complex interorganizational construction projects. Findings The results confirm the positive effect of PL on IKS and the mediating role of AM, while the moderating role of AC between PL and IKS was not supported. Additionally, the study suggests a moderating effect of AC on the relationship between AM and IKS, which diminishes as AC levels increase. Originality/value This study offers a comprehensive understanding of the interactions among PL, AM, AC, and IKS, providing insights for leaders on adopting PL to enhance IKS in complex interorganizational project settings.