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Top1. Introduction
In the early 1990s, by adopting liberalization, privatization and globalization policies, India attracted several multinational companies to invest in India. The Industry 4.0 concept in technologies arose the researchable question of whether the Indian workforce has adequate employability skills to meet the challenges of VUCA (volatile, uncertain, and complex, ambiguous)? Exponential technologies in the industry have shown that artificial intelligence, new technological advancements, innovative shifts, the industrial value chain, and the need for promptness efficiency in manufacturing and services would result in dynamic changes in the manufacturing and service sectors. Hence, the probability of a new job profile with new responsibilities will be increased (Microsoft, 2019; FICCI and NASSCOM, 2017; Chand, Kumar and Mittal, 2019; International Federation of Robotics, 2019; Mittal et al., 2021). The ambidextrous behavior shows the ability of the employees to recognize organizational change, display cooperation, explore new opportunities at the workplace, identify potential synergies and hold multiple roles in the organization (Gibson and Birkinshaw, 2004). (Tushman and O’Reilly, 1996; Mittal et al., 2019) discussed the requirement of both exploration and exploitation activities by ambidextrous organizations to invest in long-term growth and manage short-term efficiency.
The ability of top management to work in teams, make collective decisions, share knowledge, collaborate, and manage employee behavior toward change are all important activities that foster organizational ambidexterity (Lubatkin et al., 2006; Carmeli and Halevi, 2009). Organizational virtues are the standard that gives guidance to employees to undertake excellent behavior in the organization and gives moral judgment to the employees about the idea of good and bad behavior in the organization (Cameron, 2003; Caza et al., 2004). Virtues are strategically significant to the employees in the organization because of their characteristics of flexibility and adaptability to the modern business environment (Heugens et al., 2008; Huy, 2002). Virtues in organizations include honesty, integrity, trust, loyalty, forgiveness, positive emotions, and humanity (Rego et al., 2011; Bagozzi, 2003; Cameron, 2011). (India Skills Report, 2019) discusses it has a 47 percent employable workforce, although the position of the Indian workforce is significant in the gig economy (Chaudhary, 2020). Hence there is a need for hours to understand the relationship between organizational ambidexterity and organizational virtuousness as India has attracted numerous foreign investors in the manufacturing and service sector by providing the services of the massive workforce at low economic cost (Jain and Khurana, 2015; Zinnov, 2012; Kearney, 2011).