Team member ambidexterity and team performance in digital transformation: the moderating role of human resource flexibility

Abstract

Purpose This research analyzes the impact of team members' ambidexterity on team performance, focusing on sales teams in an auto leasing firm in Thailand undergoing early-stage digital transformation. Grounded in the person–environment fit theory, we investigate whether human resource flexibility serves as a moderating factor, enhancing or constraining the effect of team members' ambidexterity on team performance. Design/methodology/approach Survey data were collected from employees working in the leading auto leasing firm in Thailand. To prevent common method variance, team members' ambidexterity was assessed by team members, while human resource flexibility and team performance were assessed by team leaders. Partial least squares structural equation modeling was used for data analysis. Findings We found that although team members' ambidexterity has a greater positive impact on team performance when human resource flexibility is high, its positive effect is smaller when human resource flexibility is low. Practical implications The findings suggest that managers should foster ambidextrous behaviors and adopt flexible human resource systems that support rapid role and skill adjustments to enhance team performance, productivity, technological progress, and growth. Encouraging adaptable work practices, along with policy recommendations that promote more flexible human resource procedures at both organizational and sectoral levels, can help teams better balance exploration and exploitation in emerging-market contexts. Originality/value The findings contribute to existing research by demonstrating that ambidexterity has a positive direct effect on performance and that its impact is significantly magnified when supported by flexible human resource policies and practices.