Research On The Synergy Mechanism Of High-Performance HR Practices And TMT Behavioral Integration On Organizational Ambidexterity

At present,in order to adapt to the rapid technological and market changes in the internal and external environment and win sustainable competitive advantage,more and more enterprises begin to seek how to achieve the organizational ambidexterity capability.Generally speaking,it is believed that the ability of an organization to pursue both exploratory activities and exploitative activities is organizational ambidexterity,in which exploratory activities include the pursuit and exploration of new markets,opportunities,resources and capabilities,so it often tirggers the organizational radical innovations;while exploitative activities involve the development and utilization of existing markets,opportunities,resources and capabilities,which generally triggers the organizational incremental innovations.On the question of how to enable organizations to effectively balance and coordinate exploratory activities and exploitative activities so as to finally achieve organizational ambidexterity,existing studies have shown that large enterprises are more conducive to promoting organizational duality.These enterprises rely on their rich redundant resources and sufficient talent pool to enable them to adopt modern corporate governance mechanisms to upgrade their management in all aspects.For example,large enterprises can develop organizational ambidexterity by prioritizing or dividing different organizational structures to manage short-term efficiency and long-term growth at the same time.However,it is a pity that there is no systematic research on how to improve the ambidexterity ability of small and medium-sized enterprises with limited resources,small scale and relatively low status.In addition,in the past three decades,scholars have made remarkable achievements in understanding the relationship between strategic human resource management and organizational performance at the organizational level,and generally emphasize the key role of human resources development in improving organizational performance.However,this role can only be realized when organizations make effective use of existing knowledge and explore new knowledge,which lays a foundation for the establishment of the framework of the relationship between organizational human resource management practices and organizational ambidexterity.At the same time,at the team level,the upper echelons theory holds that top team members play an important role in promoting organizational ambidexterity,for example,top managers can achieve organizational ambidexterity by supporting organizational change,reconfigure resources,their own level of behavioral integration and implementing diversified organizational structures.However,the current research on the antecedent variables of organizational ambidexterity has a relatively single perspective,mostly from a single level,such as the employee level,the manager level or the organization?individual level to research alone,Due to the inherent complexity of organizational ambidexterity itself makes it far from a single discipline,a single method and a single perspective to explain its internal operation mechanism and boundary conditions.Based on the above reality,according to the complementarity,reinforcement and organic combination of subsystems emphasized by the synergy theory,it can exert an overall effect that exceeds the sum of each independent subsystem or thing,and finally realize the multiplication effect of “1+1 > 2”.This study is based on strategic human resource management theory,upper echelons theory,organizational learning theory and organizational ambidexterity theory,taking small and medium-sized enterprises in China as the research object,this paper attempts to examine the synergistic mechanism of organizational ambidexterity through both organizational high performance HR practices at the organizational level and top management team(TMT)behavioral integration at the team level from the perspective of synergy;In addition,in view of the fact that there are great inconsistencies in the results of the current empirical studies on organizational ambidexterity and organizational performance,this paper also uses the method of marginal analysis to try to verify the moderating role of organizational learning in the relationship between organizational ambidexterity(exploring the pursuit of exploratory and exploitative activities)and organizational specificity(focusing only on one party of exploratory or exploitative activities)on organizational performance,and try to find the most favorable situational conditions for the performance development of small and medium-sized enterprises,so as to finally build the relationship model of high-performance HR practice,TMT behavior integration,organizational ambidexterity and organizational performance.In the aspect of empirical analysis,according to the hypothesis put forward in this study,using the method of questionnaire survey,the subjects are mainly the top managers of small and medium-sized enterprises in China,except for the 78 valid questionnaires collected by the pre-survey,a total of 347 valid questionnaires from 112 small and medium-sized enterprises in China were collected in the formal survey stage.Then the author makes exploratory factor analysis,confirmatory factor analysis,common method deviation test,multiple collinearity test and multiple regression analysis on the above data by using statistical software such as Excel,SPSS21.0 and AMOS21.0,so as to verify and analyze the theoretical model and research hypothesis in this paper.Finally,according to the research results of this paper,this paper puts forward the corresponding management strategies on how to achieve the ambidexterity of small and medium-sized enterprises to improve their organizational performance,and according to the limitations of this study,the future research is prospected.The innovations and conclusions of this study are as follows:(1)The framework model of organizational ambidexterity realization path from different perspectives is constructed.By using literature research and theoretical analysis,this study aims at some controversial issues related to organizational ambidexterity in academic circles,such as: is the exploration and exploitation of organizational ambidexterity a continuum or a mutual orthogonal? How does an organization achieve a balance between exploration and exploitation--from the point of view of dualism or discontinuous equilibrium? Whether the ambidextrous organization pursues the balance of exploration and exploitation(ambidexterity)or only focuses on one side(specificity)in the long-term development of the organization?And then from the scarce resources owned by the organization?the turbulence and complexity of organization and the complementarity of resources raise three kinds of conceptual ambiguity problems faced by organizational ambidexterity.Secondly,with regard to the operational measurement standards for the exploration and exploitation of organizational ambidexterity in empirical research,this study puts forward two completely different but related research genres,one of which is related to the balance of exploration and exploitation.It is called "the balanced genres of organizational ambidexterity".The other is related to the total size of exploration and exploitation,which is called "the integration genres of organizational ambidexterity".There is a significant difference in measurement methods between them,which is also the fundamental reason for the different research conclusions on the causality of organizational ambidexterity at present.Finally,this paper puts forward two core viewpoints related to organizational ambidexterity: trade-off view and balance view.It also expounds the four kinds of inherent tension of organizational ambidexterity under the trade-off view and the four realization paths of organizational ambidexterity from the perspective of balance view,thus constructs the framework model of the realization path of organizational ambidexterity from different perspectives.(2)This research constructs a synergy mechanism framework of organizational ambidexterity by the high-performance HR practice and TMT behavioral integration.Compared with examining the antecedent role of organizational ambidexterity only from a single perspective,this study combines the high-performance HR practice at the organizational level and TMT behavioral integration at the team level to avoid the limitations of relying solely on a single factor in promoting the realization mechanism of organizational ambidexterity.The empirical results show that the implementation of a set of complementary high-performance HR practices in small and medium-sized enterprises helps to produce the resource flexibility necessary for organizational ambidexterity;at the same time,after joining the interaction of TMT behavioral integration,the two can strengthen each other and jointly promote the significant development of organizational ambidexterity.This paper studies organizational ambidexterity from multiple perspectives,responds to the call of scholars to further study the comprehensive framework of organizational ambidexterity,and contributes to the research in the field of high-performance HR practice,TMT behavioral integration and organizational ambidexterity.(3)while exploring the influence synergy mechanism of high-performance HR practice and TMT behavioral integration on organizational ambidexterity,this paper also introduces organizational performance as a result variable.It is found that organizational ambidexterity plays an partial mediating effect between highperformance HR practice and organizational performance,and between TMT behavioral integration and organizational performance respectively.In addition,considering that small and medium-sized enterprises have not received a lot of attention in the previous literature on strategic human resources and upper echelons theory,this study can provide further evidence for the relationship between high-performance HR practice ? TMT behavioral integration and organizational performance,and then promote the performance of small and medium-sized enterprises through the partial mediating role of "organizational ambidexterity".(4)In view of the fact that there is no reasonable explanation on why there is such a great difference between organizational ambidexterity and organizational performance in academic circles,this study is based on the traditional study of the relationship between organizational ambidexterity and organizational performance,this research innovatively adopts the marginal analysis method to analyze how does an organizational ambidextrous strategy,in which an organization conducts exploratory and exploitative activities at the same time,affect organizational performance compared with an organizational specificity strategy focuses on exploratory or exploitative activities only,and empirically tests the moderating role of organizational learning in the relationship between the two strategies on organizational performance,and concludes that in the context of high-level organizational learning,organizational ambidexterity strategy is more conducive to the improvement of organizational performance.On the contrary,in low-level organizational learning,organizational specificity strategy is more conducive to improve organizational performance.This study compares and analyzes the situational conditions that are most conducive to organizational performance,which helps small and medium-sized enterprises to better identify when and how different strategies have a more positive impact on organizational performance.(5)This research puts forward the management strategy to promote the ambidextrous ability of small and medium-sized enterprises in our country.According to the conclusion of the empirical study,this study holds that if enterprises,especially small and medium-sized enterprises,want to achieve coordinated development between short-term benefits and long-term performance,organizations need to implement scientific and reasonable high-performance HR practices from three aspects:employees' work ability,work motivation and job opportunities,so as to improve employees' ability to make effective use of existing knowledge and explore new knowledge effectively;Secondly,in the special situation in China,top managers play a more critical role in the development and growth of small and medium-sized enterprises than employees.Among them,top management team's solidarity?cooperation?information sharing and joint decision-making can provide intellectual and decisionmaking support for the development of organizational ambidexterity.It can be seen that organizational ambidexterity is inseparable from the precise cooperation and solidarity between top management team and employees,and both are indispensable.Therefore,only when there is a positive interaction mechanism between top management team members and employees can provide guidance for small and medium-sized enterprises on how to deal with the challenges of organizational ambidexterity.Therefore,this research has enriched and perfected the promotion strategy of ambidexterity of small and medium-sized enterprises in China to a certain extent.