Linking Job Crafting and Transformational Leadership with Business Performance of Biotech Ventures and Firms: The Moderating Role of Employee Ambidexterity

Abstract

This study aims to provide an understanding of the effect of job crafting (JC) and transformation leadership (TL) on business performance (BP) in biotech ventures and firms in Malaysia, considering employee ambidexterity (EA) as the moderator. The concept of employee ambidexterity as a moderator has not been widely explored. Therefore, the study investigates the direct and indirect effects by utilizing data from employees in biotechnology firms in Malaysia. A sample of 258 employees was obtained through convenience sampling. Structural equation modeling was carried out to test the hypotheses. The findings showed that JC and TL significantly impact BP. Furthermore, EA significantly moderates the positive and significant association between JC, BP, and TL and BP. Employees who can explore and exploit opportunities for their business under transformational leadership are more likely to craft their jobs in ways that enhance business performance. This study provides practical implications for practitioners to enhance job crafting capacity and transformational leadership style to increase business performance in the case of biotechnology firms.