000			01426nam a2200205 4500
999			_c52448 _d52448
003			OSt
005			20190820122431.0
008			190820b ||||| |||| 00| 0 eng d
100			_aJeong, Inseong _931624
245			_aHigh-Performance Work Practices and Organizational Creativity During Organizational Change: A Collective Learning Perspective
300			_a909-925 p.
520			_aDrawing 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.
600			_aShin, Shung Jae _934240
653			_aCreativity
653			_aOrganizational Change
653			_aHigh-Performance Work Practices
653			_aCollective Learning
773	0		_029017 _974521 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55510280 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE