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

Authors

Shung Jae Shin, Portland State UniversityFollow
Inseong Jeong, Hong Kong University of Science and Technology

Sponsor

Journal of Management

Document Type

Citation

Publication Date

2019

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.

Description

Copyright © 2019 by Southern Management Association

Locate the Document

https://doi.org/10.1177/0149206316685156

DOI

10.1177/0149206316685156

Persistent Identifier

https://archives.pdx.edu/ds/psu/32691

Citation Details

Jeong, I., & Shin, S. J. (2019). High-Performance Work Practices and Organizational Creativity During Organizational Change: A Collective Learning Perspective. Journal of Management, 45(3), 909–925. https://doi.org/10.1177/0149206316685156