Promoting Sustainable Development of Organizations: Performance Pressure, Workplace Fun, and Employee Ambidextrous Innovation

Abstract

In the context of an economic downturn, organizations need to continuously improve their performance requirements for employees, and in the macro environment of intensified competition, organizations need to continuously motivate employees to innovate in order to seize development opportunities. Flexibly adjusting to the internal pressure of an organization while ensuring organizational vitality can promote employee adaptive growth and achieve sustainable development in the organization. However, the impact of performance pressure on employee ambidextrous innovation is currently unknown. Based on this, this article explores the positive effects of performance pressure in influencing employee ambidextrous innovation through job involvement from the perspective of Affective Events Theory and uses workplace fun as a moderating variable in order to analyze the internal logic of long-term motivation for employee ambidextrous innovation in organizations. This article conducted a survey and analysis of 362 in-service employees in enterprises and institutions and found the following: (1) performance pressure has a significant positive impact on employee ambidextrous innovation; (2) job involvement plays a partial mediating role between performance pressure and exploratory innovation; (3) workplace fun has a moderating effect on the relationship between job involvement and exploitative innovation, and the higher the level of workplace fun, the stronger the positive impact of job involvement on exploitative innovation.