Remote work and ambidexterity: the role of perceived organizational support

Purpose Remote work has created ambiguity around organizational expectations, especially when employees are required to balance competing demands. Drawing on organizational ambidexterity and organizational support theory, this paper develops a conceptual framework that indicates the importance of perceived organizational support (POS) for influencing employees’ interpretation of exploration and exploitation priorities in remote work contexts. Design/methodology/approach This conceptual paper advances a theory-driven model that specifies how employees respond to competing exploration and exploitation demands under conditions of reduced social cues. The framework develops four propositions concerning the consequences of ambidexterity and the buffering role of POS under remote work ambiguity. Findings The model offers four propositions about when and how perceived organizational support influences employees’ willingness to manage competing exploration and exploitation demands. When exploration is emphasized, experimentation and adaptability are prioritized, and employees are more likely to engage in learning-oriented behaviors. Alternatively, when exploitation is reinforced, employees prioritize reliability and dependability. However, when employees perceive an imbalance between exploration and exploitation, employee anxiety and disengagement is likely to increase, particularly under remote work ambiguity. High perceived organizational support buffers these adverse effects by reducing uncertainty and using an ambidextrous approach. Practical implications The framework highlights the importance of communicating support for adaptability in remote environments. Managers who communicate consistent support for when exploration versus execution are expected can reduce employee ambiguity, mitigate anxiety and sustain engagement. Originality/value This research extends organizational ambidexterity theory by shifting attention from firm-level structures to employee-level behavior. It advances perceived organizational support theory by positioning POS as a buffer. Finally, it contributes to the remote work literature by identifying how reduced visibility amplifies reliance on organizational messaging, clarifying when and how remote work can foster engagement.