The Ambidextrous HR System: A Consilience-Driven Framework for Paradoxical Organizations

Abstract

This conceptual paper critically examines a fundamental limitation in the Strategic Human Resource Management
(SHRM) literature: the prevailing models of HR systems are designed for specific, isolated objectives and are consequently
ill-equipped for the paradoxical and multifaceted nature of contemporary organizations. We argue that in complex and
dynamic environments, systems focused solely on control, commitment, or performance are inherently insufficient to
address the multitude of simultaneous strategic challenges organizations face. Drawing on theory from organizational
studies (Morgan's metaphors), complexity science, and strategic management (ambidexterity), we propose a novel
framework: The Consilience-Driven Hybrid Ambidextrous HR System. This model is conceived to overcome the limitations of
existing systems by unifying disparate HR policies and practices through the principle of consilience, enabling organizations
to simultaneously pursue exploitation (efficiency, incremental innovation) and exploration (adaptability, radical innovation).
The paper delineates the architecture of this system and discusses its theoretical underpinnings. We conclude by outlining
significant implications for HR theory and practice, providing a clear agenda for future empirical research to operationalize
and validate this proposed framework.