Strategic Organizational Change and Organizational Creativity: A Complexity Perspective

Shung Jae SHIN, Inseong JEONG

Research output: Other Conference ContributionsAbstractpeer-review

Abstract

Borrowing from complexity theory, we examine the roles of HRM practices and strategic organizational change in boosting organizational creativity. Using a sample of 454 Korean companies across 16 industries, and a longitudinal research design, we found a significant positive effect of strategic organizational change on organizational creativity. Furthermore, the results indicate that High Performance Work practices moderated the relationship between strategic organizational change and organizational creativity in such a way that strategic organizational change had a more positive effect on organizational creativity when the companies implemented high levels of High Performance Work practices than when they did low levels of High Performance Work practices. Finally, we found that proactive emergent learning mediated the interaction effect on organizational creativity. We discuss the theoretical and practical implications of these findings.
Original languageEnglish
Pages10381
DOIs
Publication statusPublished - Jan 2015
Externally publishedYes

Bibliographical note

Published in Academy of Management Proceedings, Vol. 2015, No. 1

Keywords

  • Complexity
  • Creativity
  • High Performance Work Practices

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