It is increasingly recognised that knowledge transfer is essential for facilitating individual ambidexterity. However, there is a lack of research exploring the relationship between knowledge inflow and individual ambidexterity, as well as the factors that may moderate this relationship. This gap leaves the understanding of this relationship incomplete. This study, therefore, aims to address this gap by investigating the moderating role of job insecurity, knowledge rivalry and proactive personality in the relationship between knowledge inflow and employee ambidexterity.
This study uses a cross-sectional research approach and data were collected from a sample of 205 managerial and non-managerial employees across different industries in the United Arab Emirates (UAE). The data collection period spanned three months, and the partial least squares method algorithm and bootstrapping techniques were used to test this study’s hypotheses.
The results reveal that job insecurity and knowledge rivalry moderate the relationship between knowledge inflow and employee ambidexterity. The results further reveal that a proactive personality does not moderate the knowledge inflow–employees ambidexterity relationship.
Drawing on a knowledge-based view, self-determination theory and conservation of resource theory, this study advances the existing literature by highlighting the critical role of internal rivalry and job security in influencing the effectiveness of knowledge inflow in stimulating employee ambidextrous behaviour. This research underscores the need to consider factors beyond individual personality traits, such as organisational culture and team dynamics when fostering employee ambidexterity.
By implication, the findings of this research suggest that organisations should strategically manage internal knowledge by fostering a collaborative culture that addresses competition-related concerns, ensuring knowledge is viewed as a collective asset. Also, managers should promote a balance between competition and collaboration through training programs, knowledge management systems and policies that enhance job security, fostering an environment conducive to knowledge sharing and individual ambidexterity.
By implication, organisations need to address job insecurity and knowledge rivalry proactively, recognising their detrimental effects on ambidextrous behaviour.
To the best of the authors’ knowledge, this is the first study to investigate the moderating role of job insecurity and knowledge rivalry in the relationship between knowledge inflow and employee ambidexterity. Furthermore, this study is among early attempts for investigating the linkage of proactive personality with knowledge inflow and employee ambidexterity, thereby providing new insights into this relationship for researchers and practitioners.
