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Digital Voice Drives Innovative Work Behavior: The Critical Roles of Employee Ambidexterity, Involvement, and Organizational Agility

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Title: Digital Voice Drives Innovative Work Behavior: The Critical Roles of Employee Ambidexterity, Involvement, and Organizational Agility
Language: English
Authors: Ayesha Mahmood, Muhammad Imran Qureshi, Mehwish Iftikhar
Source: Learning Organization. 2026 33(2):234-254.
Availability: Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight
Peer Reviewed: Y
Page Count: 21
Publication Date: 2026
Document Type: Journal Articles
Reports - Research
Descriptors: Foreign Countries, Telephone Communications Industry, Behavior, Adjustment (to Environment), Participation, Employees, Empowerment, Employer Employee Relationship, Technology, Innovation, Organizational Communication
Geographic Terms: Pakistan
DOI: 10.1108/TLO-06-2024-0182
ISSN: 0969-6474
1758-7905
Abstract: Purpose: This study aims to examine the impact of digitally enabled employee voice (DEEV) on innovative work behavior (IWB), exploring the mediating roles of employee ambidexterity and involvement and the moderating effect of organizational agility (OA). Design/methodology/approach: A quantitative research design was used, collecting data from 888 managerial employees (based on purposive sampling) in Pakistan's telecommunications sector using a Likert scale questionnaire. Structural equation modeling (SEM) was applied to analyze the data. Findings: The results indicate that DEEV positively influences both employee ambidexterity and involvement. However, it did not directly affect IWB. Employee ambidexterity and involvement were found to be significant mediators in the relationship between DEEV and IWB. Interestingly, OA did not exhibit a significant moderating effect. Practical implications: The findings suggest that organizations should focus on cultivating employee ambidexterity and involvement as key mechanisms to enhance IWB. By leveraging the positive influence of DEEV on IWB, employee ambidexterity and involvement, organizations can create an environment that encourages and supports innovation. Originality/value: This research offers originality by investigating the combined mediating roles of employee ambidexterity and employee involvement in the relationship between DEEV and IWB. Furthermore, it examines the moderating effect of OA on these intricate relationships, addressing a significant gap in current literature.
Abstractor: As Provided
Entry Date: 2026
Accession Number: EJ1508054
Database: ERIC
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  Data: Digital Voice Drives Innovative Work Behavior: The Critical Roles of Employee Ambidexterity, Involvement, and Organizational Agility
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  Data: <searchLink fieldCode="AR" term="%22Ayesha+Mahmood%22">Ayesha Mahmood</searchLink><br /><searchLink fieldCode="AR" term="%22Muhammad+Imran+Qureshi%22">Muhammad Imran Qureshi</searchLink><br /><searchLink fieldCode="AR" term="%22Mehwish+Iftikhar%22">Mehwish Iftikhar</searchLink>
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  Data: Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight
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  Data: Journal Articles<br />Reports - Research
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  Data: <searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Telephone+Communications+Industry%22">Telephone Communications Industry</searchLink><br /><searchLink fieldCode="DE" term="%22Behavior%22">Behavior</searchLink><br /><searchLink fieldCode="DE" term="%22Adjustment+%28to+Environment%29%22">Adjustment (to Environment)</searchLink><br /><searchLink fieldCode="DE" term="%22Participation%22">Participation</searchLink><br /><searchLink fieldCode="DE" term="%22Employees%22">Employees</searchLink><br /><searchLink fieldCode="DE" term="%22Empowerment%22">Empowerment</searchLink><br /><searchLink fieldCode="DE" term="%22Employer+Employee+Relationship%22">Employer Employee Relationship</searchLink><br /><searchLink fieldCode="DE" term="%22Technology%22">Technology</searchLink><br /><searchLink fieldCode="DE" term="%22Innovation%22">Innovation</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Communication%22">Organizational Communication</searchLink>
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  Data: <searchLink fieldCode="DE" term="%22Pakistan%22">Pakistan</searchLink>
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  Data: 10.1108/TLO-06-2024-0182
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  Data: 0969-6474<br />1758-7905
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: Purpose: This study aims to examine the impact of digitally enabled employee voice (DEEV) on innovative work behavior (IWB), exploring the mediating roles of employee ambidexterity and involvement and the moderating effect of organizational agility (OA). Design/methodology/approach: A quantitative research design was used, collecting data from 888 managerial employees (based on purposive sampling) in Pakistan's telecommunications sector using a Likert scale questionnaire. Structural equation modeling (SEM) was applied to analyze the data. Findings: The results indicate that DEEV positively influences both employee ambidexterity and involvement. However, it did not directly affect IWB. Employee ambidexterity and involvement were found to be significant mediators in the relationship between DEEV and IWB. Interestingly, OA did not exhibit a significant moderating effect. Practical implications: The findings suggest that organizations should focus on cultivating employee ambidexterity and involvement as key mechanisms to enhance IWB. By leveraging the positive influence of DEEV on IWB, employee ambidexterity and involvement, organizations can create an environment that encourages and supports innovation. Originality/value: This research offers originality by investigating the combined mediating roles of employee ambidexterity and employee involvement in the relationship between DEEV and IWB. Furthermore, it examines the moderating effect of OA on these intricate relationships, addressing a significant gap in current literature.
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    Subjects:
      – SubjectFull: Foreign Countries
        Type: general
      – SubjectFull: Telephone Communications Industry
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      – SubjectFull: Behavior
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      – SubjectFull: Adjustment (to Environment)
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      – SubjectFull: Participation
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      – SubjectFull: Employees
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      – SubjectFull: Empowerment
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      – SubjectFull: Employer Employee Relationship
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      – SubjectFull: Technology
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      – SubjectFull: Innovation
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      – SubjectFull: Organizational Communication
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      – SubjectFull: Pakistan
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