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)

11 Citations (Scopus)

Abstract

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
Volume45
Issue number3
Early online date24 Jan 2017
DOIs
Publication statusPublished - 1 Mar 2019
Externally publishedYes

Fingerprint

Organizational creativity
Collective learning
High-performance work practices
Organizational change
Banking
Employees
Industry
Interaction effects
Manufacturing

Keywords

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

Cite this

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High-Performance Work Practices and Organizational Creativity During Organizational Change : A Collective Learning Perspective. / JEONG, Inseong; SHIN, Shung Jae.

In: Journal of Management, Vol. 45, No. 3, 01.03.2019, p. 909-925.

Research output: Journal PublicationsJournal Article (refereed)

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