High-Performance Work Practices and Organizational Creativity During Organizational Change : A Collective Learning Perspective

Inseong JEONG, Shung Jae SHIN*

*Corresponding author for this work

Research output: Journal PublicationsJournal Article (refereed)

14 Citations (Scopus)


Drawing on a collective learning perspective, we theorized and tested how and when high-performance work practices are likely to enhance organizational creativity. Using a sample of 454 Korean companies across 16 industries in manufacturing, service, and banking areas, with time-lagged and multisource data, we found that high-performance work practices led to more organizational creativity when the companies underwent organizational change. We also found that the employees’ collective learning mediated the interaction effect of high-performance work practices and organizational change on organizational creativity. We discuss the theoretical and practical implications of these findings.

Original languageEnglish
Pages (from-to)909-925
Number of pages17
JournalJournal of Management
Issue number3
Early online date24 Jan 2017
Publication statusPublished - 1 Mar 2019
Externally publishedYes



  • collective learning
  • creativity
  • high-performance work practices
  • organizational change

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