Line managers’ HRM implementation is a key challenge in achieving HRM competitive advantages. Drawing on the Ability-Motivation-Opportunity (AMO) framework and the social and human capital perspective, we investigate the joint effect of line managers’ HR self-efficacy and their role as information brokers in HR advice-seeking networks on HRM implementation, and further explore the consequences of HRM implementation for team performance and identity. We conducted a survey study in six manufacturing firms in Indonesia and collected data from 88 line managers, 325 team members, and 69 directors. Our findings reveal an inverted U-shape relationship between HR self-efficacy and HRM implementation, with both low and excessive self-efficacy levels correlating with inadequate HRM implementation, whereas a medium level relates to better HRM implementation. The findings also confirm the moderating effect of brokerage on this relationship: the inverted U-shape curve flattens for line managers who are information brokers. Finally, the findings show that HRM implementation is positively associated with team performance and identity. These findings offer new insights into the interplay between human and social capital in HRM implementation. They also enhance our understanding of the configuration of ability, motivation, and opportunity within the AMO model in this context of HRM implementation.
