High-Performance Work Practices and Organizational Creativity During Organizational Change: A Collective Learning Perspective
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DEBORAH E. RUPP JOURNAL OF MANAGEMENTSummary: 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.
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Journal Article
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Main Library | Vol 45, Issue 3/ 55510280JA3 (Browse shelf(Opens below)) | Available | 55510280JA3 | |||||
Journals and Periodicals
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Main Library On Display | J.O.M./Vol 45, Issue 3/55510280 (Browse shelf(Opens below)) | Vol 45, Issue 3 (01/01/2019) | Not for loan | Journal of Management - March 2019 | 55510280 |
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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