Developing ambidexterity and resilience: The predictive role of high-performance work systems

Abstract

Orientation: Organisations and employees face crises at a point in time that may disrupt their normal work activities. High-performance work systems (HPWSs) help develop and enhance individuals’ and firms’ ability to respond to crises effectively.

Research purpose: This study examined the differential impact of HPWS on employee resilience, employee ambidexterity and organisational resilience during crises in pharmaceutical manufacturing firms in Ghana.

Motivation for the study: Limited studies have examined how HPWSs predict employee ambidexterity and employee and organisational resilience in separate studies. Nevertheless, knowledge regarding the differential impact of these outcomes in a single study is sparse, particularly during crises.

Research approach/design and method: A quantitative research approach was used in this study. Data for this study were gathered through a cross-sectional survey utilising a structured online questionnaire. A total of 324 participants formed the sample for data collection. The measure and structural models were assessed using Partial Least Squares Structural Equation Modeling (PLS-SEM).

Main findings: The results show that HPWS positively and significantly affects employee and organisational resilience and ambidexterity during crises within the research context.

Practical/managerial implications: The outcomes from the study provide helpful information for pharmaceutical firms’ managers to enhance their employees’ resilience and ambidexterity and the organisations’ resilience.

Contribution/value-add: This study contributes to the HPWS literature by enriching the understanding of its effects on employee resilience, employee ambidexterity and organisational resilience in the context of an emerging economy.