Challenge or hindrance? The dual pathways linking subjective ambivalence to innovative behavior

Subjective ambivalence is a pervasive feature of organizational life, arising from contradictory demands across interpersonal, team, and organizational contexts. Although it has traditionally been regarded as a detrimental psychological state, emerging research suggests that it may also stimulate creativity and innovation. However, the mechanisms through which subjective ambivalence influences innovation, as well as the conditions under which its effects become either beneficial or detrimental, remain unclear. Drawing on cognitive appraisal theory and the challenge–hindrance framework, this study examines how and when subjective ambivalence affects employees' innovative behavior. Using three-wave, time-lagged data collected from 328 full-time employees in China, we tested our hypotheses through structural equation modeling and bootstrapping analyses. The results reveal that subjective ambivalence functions as a double-edged sword. Specifically, it promotes innovative behavior indirectly through challenge stress but inhibits it through hindrance stress. Furthermore, a paradox mindset moderates these indirect effects by strengthening the positive indirect effect via challenge stress and weakening the negative indirect effect via hindrance stress. These findings contribute to the literature on ambivalence and innovation by demonstrating that the effects of subjective ambivalence are transmitted through distinct appraisal-based pathways, the relative influence of which is shaped by individuals' paradox mindset.