ABSTRACTThis study draws upon the self‐determination theory and the ambidexterity theory to explore the microfoundations of task performance; in particular, it examines the effect of job autonomy on task performance. While prior studies already supported the existence of a relationship between autonomy and task performance, in this research we advance the thesis that such a relationship is influenced by multiple intervening factors. In particular, that innovative work behaviour (IWB) plays a mediating role, while team ambidexterity has a potential moderating role. To substantiate these claims, an empirical investigation was conducted using survey data from 791 employees and their supervisors across diverse industries in Montenegro. The findings lend support to the mediation hypothesis while indicating also that team ambidexterity might strengthen the effect of IWB on task performance. Results highlight the importance of balancing autonomy with structured team dynamics to optimize employee performance, particularly in innovation‐driven environments.
