This study examined high-performance work practices, perceived institutional agility and resilience, organizational ambidexterity (including exploration and exploitation dimensions), organizational culture, and the leadership style of state university managers in the National Capital Region. A total of 127 respondents participated in the research. The researcher utilized frequency and percentage distribution, mean, standard deviation, and Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the results. The findings revealed that, among the dimensions of organizational ambidexterity, only exploration mediates the effects of high-performance work practices on perceived institutional agility and resilience. Additionally, the study found that organizational culture did not moderate the relationship between high-performance work practices and organizational ambidexterity dimensions. Furthermore, leadership styles did not moderate the impact of organizational ambidexterity dimensions on perceived institutional agility and resilience. It is recommended that future researchers investigate alternative moderating variables that could influence the relationships between high-performance work practices, ambidexterity, and perceived institutional agility and resilience. Longitudinal studies examining changes over time, as well as qualitative approaches exploring the lived experiences of state university managers, could provide deeper insights. Additionally, consider the conduct of comparative analysis methods to test differences between state universities. The findings provide valuable guidance for state university managers and leaders in Philippine public education to improve institutional agility and enhance managerial capabilities.

Keywords: high-performance work practices, perceived institutional agility and resilience, organizational ambidexterity, organizational culture, leadership style, state university managers