Human capital and social capital are vital for sustainable development of organization, but existing studies are inadequate to explore the synergistic effect of them on organizational behaviors or organizational outcomes. The research employed multiple-source questionnaire to collect data of more than 400 R&D firms from leaders and corresponding employees in Chinese context. Bootstrapping method and response surface were used to analyze the associations between all the parameters. The results showed that: (1) in the case of the in-congruence between human capital and social capital, learning capability of R&D firms is at highest level when human capital is at low level and social capital is at high level; (2) learning capability partially mediates the impact of human capital and social capital on innovation performance; (3) environmental dynamism and environmental competitiveness have a joint moderating effect on the relationship between learning capability and innovation performance.

In recent years, employee voice has become a popular topic in organizational behavior research. However, existing research has failed to explore when and how ambidextrous leadership influences voice. Adopting leader–member exchange theory and person–environment fit theory, we constructed a moderated mediation model and analyzed the influential path and boundary of ambidextrous leadership on employee voice on the basis of gender similarity between leaders and subordinates. To test our conceptual model, we collected sample in three phases at a monthly interval from multiple employees and their direct leaders from China. Drawing on a paired questionnaire survey of 43 leaders and 182 subordinates, we tested our conceptual model by using polynomial regression analysis, hierarchical regression, and bootstrapping methods. Results reveal that (1) ambidextrous leadership has a positive effect on employee voice; (2) employee emotional expression plays a mediating role in the relationship between ambidextrous leadership and voice; (3) when the gender between leaders and subordinates is different, the mediating effect of emotional expression is strong. Supplemental data for this article is available online at https://doi.org/10.1080/09585192.2021.1991433 .