Purpose Organizational ambidexterity is a mature research topic with ongoing practical interest. However, we have limited evidence and a poor understanding of the multilevel (top-down) mechanisms that help organizations balance innovation and efficiency. Thus, we examined how unit ambidexterity (adaptability versus alignment) affects individual ambidexterity (exploratory vs. exploitative tasks) and employee task performance, emphasizing cross-training (multi-role skill) as a boundary condition. Design/methodology/approach This study is based on a multisource, three-wave field survey conducted across 67 Croatian organizations. Dyadic responses were collected from two levels of analysis: unit (N = 259 managers) and individual (N = 816 employees). Multilevel (moderated) mediation analyses were performed using the MLmed macro for SPSS to test the hypothesized relationships. Findings Results confirmed that unit ambidexterity has a positive top-down influence on individual ambidexterity and task performance. Furthermore, individual ambidexterity was found to mediate the positive relationship between unit ambidexterity and task performance. Contrary to expectations, the strength of this cross-level indirect effect weakened under conditions of high cross-training, suggesting that excessive cross-training in ambidextrous environments reduces individual performance outcomes. Originality/value This study advances ambidexterity research by illustrating the cascading (top-down) effects of ambidexterity on performance outcomes and highlighting cross-training as a subtle boundary condition. It also contributes to the innovation management literature by demonstrating how multilevel ambidextrous processes and cross-training, as a new human resource practice, jointly influence bottom-line (employee) performance. The findings provide new insights into nested paradoxes and practical guidance for managing the paradoxical demands of innovation and efficiency in high-performing units.
Melkić et al. (Sun,) studied this question.