大環境的動盪讓企業生存不易，需要藉由創新來維持與創造競爭優勢，而組織雙歧(organizational ambidexterity)的概念也在近年受到更多的重視。過去研究著重探討應該如何讓企業同時做好應用型創新與探索型創新進而提升組織績效，而本研究則是從策略性人力資源管理的觀點出發，探討公司層次轉換型領導(transformational leadership)對單位層次組織雙歧(organizational ambidexterity)的影響。另外在兩者間的跨層次中介與調節機制也會在本研究中進行探討。本研究的研究對象為92位管理者、276位員工，分別隸屬於46個部門及23間公司。採用階層線性模型(hierarchical linear models, HLM)進行統計分析，研究結果顯示公司層次轉換型領導會透過單位層次社會資本正向影響單位層次組織雙歧；另外公司層次賦權氣候亦會正向調節透過單位層次社會資本中介的公司層次轉換型領導和單位層次組織雙歧間的關係。

This paper examines the process linking transformational leadership (TFL) and organizational ambidexterity (OA) both at the unit and firm level of analyses by integrating strategic HRM, empowerment climate (EC) and social capital (SC) perspectives. Multisource and multilevel data from 276 employees and 92 managers was collected. Results revealed that unit-level social capital partially mediated the relationship between firm-level transformational leadership and unit-level organizational ambidexterity. Furthermore, firm-level empowerment climate moderated the effects of firm-level transformational leadership on unit-level organizational ambidexterity through unit-level social capital.
This paper contributes to transformational leadership and organizational ambidexterity research by revealing the mediating mechanisms and moderating mechanisms.

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