ABSTRACT
Organizational ambidexterity, striking a balance between exploratory and exploitative activities of a firm, is becoming increasingly important to compete in the dynamic business environment. Scholars believe that ambidextrous learning, where a firm attempts to learn new knowledge as well as the existing knowledge, can help build organizational ambidexterity. This chapter brings forth human capital development strategies (HCDS) that can be instrumental in uplifting ambidextrous learning and organizational ambidexterity. The overarching argument of the chapter is that HCDS creates a relational climate where employees can interact and share knowledge. The relational climate platform also allows employees to integrate and understand the shared values and cognitions, thus facilitating ambidextrous learning. A brief review of the literature has been conducted to bring forward three HCDS, namely capabilities-enhancing HCDS, behavioural-enhancing HCDS, and talent management HCDS as the significant cords. Further, drawing upon the dynamic capability theory, resource-based view, and organizational learning theory, it has been argued that HCDS directly and through creating relational climate, improves ambidextrous learning and organizational ambidexterity thereon. Putting differently, we model the mediating role of relational climate in the association between HCDS and ambidextrous learning. Although the proposed model has been drawn in the light of theories, we suggest future research to test it empirically.
