Purpose –The dilemma posed by March (1991) about the contradictions involved in exploration and exploitation learning gave rise to the emergence of the “Organizational Ambidexterity (OA)” concept as a metaphor to define those organizations which are able to develop exploitation and exploration learning at the same time. On the other hand, special attention has been paid from the human resource management (HRM) field to the link between high performance work systems (HPWSs) and performance. The main objectives of this research are: firstly, to determine whether the utilization of an HPWS exerts a positive influence on OA; secondly, to know the extent to which HPWSs and OA contribute to organizational performance; thirdly, to verify the potential mediating role played by OA on the HPWS-performance relationship. Design/methodology/approach –The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels. A questionnaire pre-tested by academics and professional experts and sent online to the Human Resource Manager was used to collect information. The data analysis method used was that of Partial Least Squares (PLS). Originality/value – This paper represents a valuable contribution to the literature in several ways. Firstly, this research advances in the understanding the factors that stimulate the OA. It determines the extent to which HRM influences organizations to develop exploration and exploitation learning. This “micro” approach about the OA complements the current literature about this topic. Secondly, this paper provides empirical evidence on the relationship between OA and performance. And thirdly, our findings demonstrate that the relationship between HPWSs and performance is not direct. This relationship is mediated by OA. This conclusion can be a reference for further research in this area. Practical implications – The practical implications are the following. OA is a decisive element in generating competitive advantages. The ability of the firm to follow, at the same time, exploration and exploitation learning, has a positive effect on organizational performance. However, the managers must be aware that the use of an HPWS is a key antecedent factor in this process. Therefore, those organizations which articulate a complementary group of human resource management practices will improve the firm’s capacity to simultaneously carry out exploitation and exploration activities, essentially because they develop a suitable context which encourages workers to the learning exploitation, on the one hand and, furthermore, boosts the support of learning exploration. The managers should include the basic practices that configure an HPWS (i.e. comprehensive staffing; extensive training; development performance appraisal; and equitable reward systems).