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

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 multisour...

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Bibliographic Details
Published in:Journal of management Vol. 45; no. 3; pp. 909 - 925
Main Authors: Jeong, Inseong, Shin, Shung Jae
Format: Journal Article
Language:English
Published: Los Angeles, CA SAGE Publications 01.03.2019
Sage Publications Ltd
Subjects:
Banking
Companies
Creativity
Industrial enterprises
Learning
Manufacturing
Multisource
Organizational change
Organizational effectiveness
Participatory management
Work
organizational change
collective learning
high-performance work practices
creativity
ISSN:0149-2063, 1557-1211
Online Access:Get full text
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Summary: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.
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ISSN:0149-2063
1557-1211
DOI:10.1177/0149206316685156