Presenting a Model of Ambidextrous Human Resource Management in Project-Oriented Organizations
Keywords:
Human Resource Management, Ambidexterity, Project-Oriented OrganizationsAbstract
Objective: The objective of this study was to develop and empirically validate a comprehensive model of ambidextrous human resource management (A-HRM) tailored to the structural and behavioral requirements of project-oriented organizations.
Methods and Materials: This study employed a mixed-methods sequential exploratory design consisting of qualitative and quantitative phases. In the qualitative phase, semi-structured interviews were conducted with 20 experts in ambidextrous HRM using purposive and snowball sampling until theoretical saturation was achieved. The interviews were analyzed through open, axial, and selective coding using MAXQDA, and thematic structures underlying motivational, empowering, and opportunity-creating HRM practices were extracted. In the quantitative phase, a researcher-developed questionnaire was administered to 213 employees of a large project-oriented organization. Measurement reliability was assessed through Cronbach’s alpha, composite reliability (CR), and average variance extracted (AVE), while normality was examined using the Kolmogorov–Smirnov test. Structural equation modeling (SEM) was applied to examine path coefficients, t-values, predictive relevance (Q²), coefficient of determination (R²), and overall model fit (GOF).
Findings: The Kolmogorov–Smirnov results indicated all variables were non-normal (p < 0.05), supporting the use of SEM with non-parametric assumptions. All main constructs—motivational practices (R² = 0.836), empowering practices (R² = 0.813), and opportunity-creating practices (R² = 0.733)—showed strong explanatory power. Path coefficients exceeded significance thresholds (t > 1.96), confirming meaningful relationships among variables. Predictive relevance values indicated strong model validity (Q² > 0.35). The overall model demonstrated excellent global fit (GOF = 0.56), confirming strong structural integrity and predictive capability.
Conclusion: The validated model demonstrates that ambidextrous HRM—comprising motivational, empowering, and opportunity-creating practices—provides a robust conceptual and operational foundation for enhancing exploration–exploitation balance in project-oriented organizations, thereby supporting adaptability, innovation, and sustained organizational performance.
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