How Does Paradoxical Leadership Facilitate Interorganizational Knowledge Sharing in Megaprojects: Through Mediating Role of Ambidextrous Motivations and Moderating Role of Absorptive Capacity

Research on adopting leadership styles like paradoxical leadership (PL) to promote interorganizational knowledge sharing (IKS) of megaprojects is in an initial stage. Drawing on the contingency theory of leadership and self-determination theory, this research aims to investigate the effect of PL on IKS in megaprojects through quantitative empirical research method and analyzes the mediating role of ambidextrous motivations (AM) and moderating role of absorptive capacity (AC). Research used hierarchical moderated regression to estimate the moderated–mediation models following Hayes’s PROCESS procedures. This study provides a research framework for future works exploring the relationship between PL, AM, AC, and IKS, and helps megaproject stakeholders better understand the mechanism of how PL facilitates IKS, adjust their governance strategies to adapt to the external environment changes and encourage more IKS in megaprojects.