UNLOCKING ORGANIZATIONAL POTENTIAL: AMO THEORY PERSPECTIVES ON HIGH-PERFORMANCE WORK SYSTEMS, FUNCTIONAL FLEXIBILITY, AND WORK ENGAGEMENT IN FOSTERING AMBIDEXTERITY

Abstract

This study aims to determine the relationship between organizational ambidexterity and High-Performance Work Systems (HPWS) in Pakistan's industrial sector. It also measures the mediating role that functional flexibility plays in work enragement. This research is based on AMO theory, which has been extended by adding workforce agility and technology adoption. This study is quantitative and causal-research in nature, data has been collected from the all-level managers of the textile companies working in Pakistan. The online and physical data collection has been conducted from the 416 managers of the different textile companies with use of stratified sampling technique. The results shown that workforce agility, technology adoption, and ability has direct significant effect on organizational ambidexterity while motivation and opportunity does not affect the OA. Moreover, employee functional flexibility partially mediates the effect of workforce agility, technology adoption, and ability on OA while does not mediate relationship between motivational, opportunity, and organizational ambidexterity. The finding shown that H1a, H1b, and H1c has accepted while remaining hypotheses have been rejected. Furthermore, this research also measured that work engagement does not have mediating role between all the elements of HPWS and organizational ambidexterity. In future researcher can access the mediating and moderating role of organizational culture, leadership philosophies, and environmental unpredictability. By examining these variables, ambidexterity-fostering processes may become more fully understood.