Human resource flexibility and performance in the hotel industry: The role of organizational ambidexterity

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Título: Human resource flexibility and performance in the hotel industry: The role of organizational ambidexterity
Autor/es: Úbeda García, Mercedes | Claver Cortés, Enrique | Marco-Lajara, Bartolomé | Zaragoza Sáez, Patrocinio del Carmen
Grupo/s de investigación o GITE: Dirección Estratégica, Conocimiento e Innovación en una Economía Global (DECI-GLOBAL)
Centro, Departamento o Servicio: Universidad de Alicante. Departamento de Organización de Empresas
Palabras clave: Quantitative | Firm performance | Organizational ambidexterity | Human resource flexibility
Área/s de conocimiento: Organización de Empresas
Fecha de publicación: 2017
Editor: Emerald
Cita bibliográfica: Personnel Review. 2017, 46(4): 824-846. doi:10.1108/PR-12-2015-0315
Resumen: Purpose – The purpose of this paper is to explore if human resource (HR) flexibility facilitates the development of organizational ambidexterity, which in turn has positive effects on firm performance. Design/methodology/approach – The research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels. Findings – The results confirm a total mediator effect of organizational ambidexterity on the relationship between HR flexibility and performance. However, it was not possible to check that such flexibility directly influences performance. This may be due to the fact that HR flexibility has a gradual effect on the development of organizational ambidexterity. Research limitations/implications – The results of this study contribute to the knowledge on the impact of HR flexibility on performance. This paper, thus, stresses the strategic role that HRs play within organizations, insofar as their flexibility makes it possible to develop a highly relevant organizational capability such as ambidexterity. The study’s limitations are the analysis technique utilized (it assumes linearity between latent variables) and that the research only explores the hotel industry. Practical implications – HR managers need to consider that HR flexibility contributes to developing organizational ambidexterity and the ability to combine the learning of exploration and exploitation, which affects the firm’s performance and, therefore its competitiveness. Originality/value – The results of this study can contribute to broaden the knowledge about the impact of HR flexibility on performance. In fact, the studies on HR flexibility performed so far have focused on analysing the role played by that flexibility as a mediator variable between high performance work system and performance. This work goes one step further, trying to examine the extent to which HR flexibility influences the ability to undertake exploitation and exploration processes at the same time. This paper, thus, stresses the strategic role that HRs play within organizations, insofar as their flexibility makes it possible to develop a highly relevant organizational capability as is ambidexterity.
URI: http://hdl.handle.net/10045/69253
ISSN: 0048-3486 (Print) | 1758-6933 (Online)
DOI: 10.1108/PR-12-2015-0315
Idioma: eng
Tipo: info:eu-repo/semantics/article
Derechos: © Emerald Publishing Limited
Revisión científica: si
Versión del editor: http://dx.doi.org/10.1108/PR-12-2015-0315
Aparece en las colecciones:INV - DECI-GLOBAL - Artículos de Revistas

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