The Way to Enhance Creative Performance: Direct effects of the High Performance Work System and and Moderated Mediation Effect of Person–Organization Fit

The Way to Enhance Creative Performance: Direct effects of the High Performance Work System and and Moderated Mediation Effect of Person–Organization Fit | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article The Way to Enhance Creative Performance: Direct effects of the High Performance Work System and and Moderated Mediation Effect of Person–Organization Fit Jiaxing Du, Lingfeng Zhu, Xiu Jin This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-9415436/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 5 You are reading this latest preprint version Abstract With the rapid development of science and technology and increasingly fierce market competition, enterprises must rely on creative performance to maintain a competitive advantage. A high-performance work system, as a set of comprehensive human resource practice mechanisms, can stimulate employees’ motivation and creativity, improving their creative performance and competitiveness and promoting healthy enterprise development. However, prior research has heavily emphasized the impact of leadership on creative performance, neglecting the role of high-performance work systems. Accordingly, we emphasize the role of high-performance work systems and validate the mediating role of knowledge sharing in the process of high-performance work systems influencing creative performance. Additionally, the moderating and moderated mediating roles of person–organization fit are verified. For this purpose, we collected data from 310 Chinese small and medium-sized enterprise employees for empirical analysis. The results show that high-performance work systems positively impact knowledge sharing and creative performance and knowledge sharing plays a significant mediating role in the process of high-performance work systems affecting creative performance. Finally, person–organization fit has a positive moderating effect not only between high-performance work systems and creative performance but also between knowledge sharing and creative performance. These findings can help expand the research field of creative performance. Business and commerce/Business and management Social science/Business and management Biological sciences/Psychology Social science/Psychology knowledge management work system creative performance person–organization fit moderated mediation model Figures Figure 1 Figure 2 Figure 3 1. Introduction In an increasingly competitive marketplace, creativity is recognized as an important means for firms to evolve, meet challenges, develop new capabilities, and generate competitive advantages in a dynamic environment (Li, Zhu, & Shen, 2023 ). Creativity is not only expected but necessary (Zhou & Shalley 2003 ). Creativity can drive high levels of creative performance, key to solving organizational problems and achieving organizational goals, and can provide organizations with a lasting competitive advantage (Amabile, Barsade, Mueller, & Staw, 2005 ). Creative performance refers to the generation of novel or original products and ideas at the individual level that are useful to the organization (Oldham & Cummings, 1996 ; Shalley, 1991 ). However, insufficient support, including in terms of infrastructure, expertise, and resources, puts Chinese small and medium-sized enterprises (SMEs) at a disadvantage in the innovation process and makes it difficult for them to achieve high creative performance (Zhang, Feng, Wang, & Yang, 2024 ). Moreover, because new ideas are often accompanied by high risk and uncertainty, Chinese SMEs demonstrate lower-than-optimal research and development investment (Tian, Li, & Li, 2024 ). Based on such problematic points, in order to effectively improve the level of employees’ creative performance, we emphasize the role of high-performance work systems and validate a research model that leads to high levels of creative performance. A high-performance work system is a coordinated set of human resource management (HRM) practices implemented by a company to achieve higher performance (Chiang, Hsu, & Shih, 2015 ). Rigorous selection management, extensive training, encouraging collaboration and information sharing, and providing participatory opportunities for employee growth and development are emphasized (Snell & Dean, 1998). The implementation of high-performance work systems plays an important role in generating novel and useful ideas (Tang, Yu, Cooke, & Chen, 2017 ). For example, as high-performance work systems provide fair opportunities, allow participation in decision making, and eliminate concerns about risk, employees are more likely to show creativity to achieve high levels of creative performance (Shahzad, Arenius, Muller, Rasheed, & Bajwa, 2019 ). Moreover, an organization being supportive, caring about employees’ feelings and needs, encouraging expression, and providing positive feedback is expected to promote employees’ initiative at work, which, in turn, increases their interest in work and creative performance (Oldham & Cummings, 1996 ). Therefore, based on the disadvantaged position of Chinese SMEs in market competition and their lack of creativity, we focus on the effect of high-performance work systems on employees’ creative performance, hypothesizing that high-performance work systems lay the foundation for improving employees’ creative performance by providing them with the opportunity to present new ideas and the support of work resources. We aimed to verify whether high-performance work systems affect employees’ creative performance and to determine which factors mediate the relationship between high-performance work systems and creative performance. Knowledge sharing is the process of exchanging and transferring ideas, insights, experiences, and specialized knowledge among individuals or groups, facilitating the flow and dissemination of information and knowledge (Zamiri & Esmaeili, 2024 ). Every organization needs a great deal of knowledge to seize opportunities and gain competitive advantage (Riana et al., 2020 ). High-performance work systems increase the level of knowledge sharing among employees and motivate them to generate creative ideas (Saleem, Shahab, & Irshad, 2023 ). Specifically, high-performance work systems not only ensure support and resources for employees but also provide a platform for interpersonal interactions, which facilitates knowledge flow among employees by encouraging knowledge sharing, stimulating creative thinking, and generating novel ideas; this, in turn, enhances creative performance (Ma et al., 2017 ). In contrast, if employees are reluctant to engage in knowledge sharing, social connections between employees are weakened and communication becomes less open, making it difficult to provide strong support for the generation of new ideas (Afsar, 2016 ). This suggests that high-performance work systems may also facilitate knowledge sharing and thus improve creative performance. We hypothesize that knowledge sharing plays a mediating role between high-performance work systems and creative performance. In addition, when organizations implement management practices for high-performance work systems, employees’ perceptions or experiences may differ from their expectations, and there is a high probability that person–organization fit will also affect employees’ willingness to engage in knowledge sharing. In this case, person–organization fit is particularly important. Person–organization fit refers to the congruence of values and goals between employees and organizations (Chatman, 1989 ; Cable & Judge, 1996 ). Employees with a high person–organization fit are more motivated and willing to take on additional responsibilities at work (Cable & DeRue, 2002 ). By contrast, low person–organization fit may diminish employee motivation, resulting in a gradual loss of motivation at work (Saether, 2019 ). On the one hand, employees with high person–organization fit tend to view high-performance work systems as an effective way to help them achieve high levels of personal creativity, motivating them to have confidence in their own creativity and inspiring them to challenge the status quo with a desire to improve the organization, leading to high levels of creative performance (Seong, Yang, & Zhang, 2023 ). On the other hand, person–organization fit contributes to a better match between employees’ knowledge, skills, and abilities and the organization’s needs and goals. This enhances their knowledge sharing and increases their motivation and ability to work, leading to higher levels of creative performance (Afsar & Badir, 2015 ). Therefore, we aim to 1) investigate the moderating role of person–organization fit between high-performance work systems and creative performance, 2) examine whether there is a moderating role of person–organization fit between knowledge sharing and creative performance, and 3) determine the moderated mediation effect of person–organization fit. Therefore, the purpose of this study is as follows. First, we take the competitive environment of incentives and the lack of creativity faced by Chinese SMEs as the research background. While the literature has examined the effects of leadership, organizational climate, and employee commitment on employees’ creative performance (Leung & Lin, 2022 ; Peng & Chen, 2023 ; Hwang, Kang, & Choi, 2023 ), few studies have focused on the effects of HRM systems on creative performance. We focus on the effects of high-performance work systems on employees’ creative performance. Exploring how high-performance work systems enhance employees’ creative performance will help expand the field of research on creative performance. Second, we introduce knowledge sharing as a mediating variable based on social exchange theory. Social exchange theory suggests that various material and spiritual rewards motivate employees to reward the organization through proactive behaviors (Cropanzano & Mitchell, 2005 ). Moreover, employees who have a good relationship with the organization have a stronger prosocial motivation to share knowledge as a reward for the training and development opportunities they receive (Kuvaas, Buch, & Dysvik, 2012 ). A high-performance work system shapes a good social exchange relationship between the organization and its employees. When an organization implements a high-performance work system, it stimulates and strengthens employees’ willingness to share knowledge, which contributes to creative performance. Therefore, we hypothesize that high-performance work systems can influence creative performance through knowledge sharing. Finally, only the mediating role of knowledge sharing between high-performance work systems and innovation has been explored in prior studies, with person–organization fit often used as a mediating variable (Hassan & Din, 2019 ; Kasekende, Nasiima, & Otengei, 2020 ; Bhatti et al., 2021 ). We use this basis to introduce person–organization fit as a moderating variable, not only exploring the interaction between high-performance work systems and person–organization fit but also presenting the interaction between knowledge sharing and person–organization fit to determine how this interaction effect affects creative performance. We also measure the moderated mediation effect. Overall, based on social exchange theory, we provide a new perspective for high-performance work systems to improve employees’ creative performance by demonstrating the role of knowledge sharing. We propose and validate a moderated mediation research model by introducing person–organization fit as a moderating variable. This helps expand the research scope of creative performance and provides a theoretical basis for related research. 2. Theoretical Background 2.1. High-Performance Work Systems and Knowledge Sharing A high-performance work system refers to a series of practical HRM approaches that aim to optimize work processes and improve overall effectiveness (Heffernan, & Dundon, 2016 ). First, the various practices embedded in a high-performance work system are a kind of security and investment for employees, helping improve their impression of the organization and build mutually supportive employee–organization relationships, which, in turn, further stimulates knowledge sharing among employees (Zhu & Chen, 2013 ). Second, when experiencing valuable training and development activities, employees become more enthusiastic about acquiring new knowledge and skills, potentially increasing their likelihood of sharing knowledge with coworkers (Colquitt, LePine, & Noe, 2000 ). For example, extensive training and encouraging collaboration can increase the ability to acquire knowledge and the chances of employees learning from each other (Chuang, Jackson, & Jiang, 2016 ). This greatly increases the likelihood of knowledge sharing. In addition, the implementation of high-performance work systems is conducive to creating an environment that enables knowledge sharing (Almadana, Suharnomo, & Perdhana, 2022 ). Employees may sometimes have concerns about knowledge sharing and fear disclosing proprietary knowledge. High-performance work system management practices may play an important role in this regard; they encourage organizational members to participate, alleviate concerns, and enable joint progress by facilitating employees’ expression of their opinions by sharing their views, knowledge, and experiences (Carmeli, Gelbard, Reiter, 2013). Specifically, high-performance work systems can effectively guide employees to participate in company management in an orderly manner, enable strategic investments in their long-term development, and facilitate their overall growth and progress (Zhu & Chen, 2014 ). Moreover, high-performance work systems provide employees with emotional care, which not only motivates them to be more actively engaged in their work but also gives them the psychological motivation to engage in positive behaviors (Zhou & Shen, 2021 ). A previous study confirmed that high-performance work systems have a positive effect on employees’ knowledge sharing (Saleem, Shahab, & Irshad, 2023 ). Therefore, a high-performance work system provides employees with support in terms of work resources, which stimulates their enthusiasm for learning and improves their ability to work, while also giving them the opportunity to experience justice and trust. Employees are psychologically motivated to engage in knowledge sharing. Based on this summary, we propose the following hypothesis: Hypothesis 1 High-performance work systems positively influence knowledge sharing. 2.2. High-Performance Work Systems and Creative Performance Creative performance refers to an employee’s ability to generate novel and valuable ideas, products, or methods at work (Amabile, Barsade, Mueller, & Staw, 2005 ). Employees can improve their creative performance if given more opportunities and resources at work (He, Gu, & Liu, 2018 ). High-performance work systems provide employees with many resources to increase their competence and motivation to reach creative performance (Bhatti, Zakariya, Vrontis, Santoro, & Christofi, 2021 ). Moreover, a good organizational environment is an important prerequisite for generating creative performance (Zhou & Shalley 2003 ). A high-performance work system as a sound management practice is conducive to creating an innovative work climate, thereby enhancing employees’ creative performance (Hassan & Din, 2019 ). Specifically, the rigorous selection process in high-performance work systems not only represents effective employee screening but also enhances employees’ sense of identification with the organization and enables them to hold positive attitudes toward their work, which directly enhances employees’ expertise and creative thinking ability to improve creative performance (Zhu & Chen, 2014 ). Furthermore, training programs provided by high-performance work systems can help employees acquire new knowledge and skills, broaden their horizons, and enhance their creative thinking and abilities to improve creative performance (Saleem, Shahab, & Irshad, 2023 ). When an organization provides employees with quality resources and conditions, they invest more in their work and stimulate their inspiration and creativity, thus achieving higher creative performance (Mai & Ji 2019 ). Relatedly, when employees find their work meaningful, they are motivated to work enthusiastically and invest more resources and time in their work to better utilize and enhance their abilities and strengths, which, in turn, enhances their creative performance (Xin & Miao, 2018 ). Overall, an effective high-performance work system is likely to make employees feel that their organization is supportive of them, making them more likely to demonstrate innovation and high levels of creativity (Tang, Yu, Cooke, & Chen, 2017 ). The implementation of a high-performance work system has a positive impact on employees’ creative performance (He, Gu, & Liu, 2018 ). Therefore, we hypothesize that a high-performance work system is a key factor in promoting employees’ creative performance. Hypothesis 2 High-performance work systems positively influence creative performance. 2.3. Knowledge Sharing and Creative Performance Creative performance is effective in improving the efficiency and competitiveness of an organization and is therefore critical to its survival and growth (Zhou & Shalley 2003 ). However, creative performance does not come out of thin air; knowledge sharing may drive employees to think more critically and creatively, resulting in new knowledge and ultimately creative performance (Carmeli, Gelbard, Reiter, 2013). Simply put, knowledge exchange and conflicts among employees can stimulate new ideas and thoughts, as in departmental meetings where employees sharing their views and experiences may accidentally generate breakthrough ideas. This demonstrates the importance of knowledge sharing. Not only does it help in the accomplishment of tasks but also creates more possibilities for improving products, services, and work processes (Arshad, Hassan, & Azam, 2024 ). Specifically, when employees are willing to share the knowledge they have acquired at work with other colleagues, it helps create a good organizational climate and employee relations and helps the organization integrate employees’ knowledge and capabilities, which improves employees’ overall strength and creative performance (Yan, Xu, & Lv, 2015 ). Moreover, knowledge sharing creates opportunities for mutual learning through the interactive communication process among employees in an organization, which strengthens employees’ ability to generate new ideas and promotes the generation of new knowledge, which, in turn, improves creative performance (Kessel, Kratzer, & Schultz, 2012 ). Furthermore, through knowledge sharing, employees access a wide range of knowledge, thereby broadening their horizons and acquiring more resources and inspiration for creative performance. This is reflected in the fact that knowledge sharing allows employees to tap into the existing knowledge base of the organization, enhancing their ability to come up with creative solutions and develop new products and services (Carmeli, Gelbard, Reiter, 2013). Moreover, knowledge sharing facilitates employees’ exchange of knowledge and information through cooperation and interaction, which expands their knowledge base and promotes the generation of new ideas, thereby improving creative performance (Ma et al., 2017 ). Knowledge sharing is conducive to promoting positive interactions among employees, and employees are able to continuously increase their own knowledge reserves, accumulate experience, and improve their creativity through learning from each other, which, in turn, enhances creative performance (Zhu & Chen, 2013 ). Knowledge sharing has been shown to provide long-term gains in employee creativity (Carmeli, Gelbard, Reiter, 2013). We hypothesize that knowledge sharing in organizations not only increases employees’ knowledge base and provides intellectual support for high levels of creativity but also stimulates innovative thinking and makes it more likely that creative ideas will be generated through mutually colliding perspectives. Therefore, we propose the following hypothesis: Hypothesis 3 Knowledge sharing positively influences creative performance. 2.4 Mediating Effect of Knowledge Sharing Knowledge sharing is a knowledge-focused interactive activity that occurs in an organization, and its process encompasses learning and creation accompanied by the transformation, diffusion, and storage of knowledge (Zhu & Chen, 2013 ). Knowledge sharing not only increases employees’ confidence in dealing with complex work situations but also enhances their ability to solve problems optimally (Goh, Jayaraman, Mostafiz, & Leow, 2020 ). Moreover, knowledge sharing helps employees develop creativity through knowledge transfer, thereby enhancing their creative performance (Riana et al., 2020 ). However, despite the widespread recognition of the importance of knowledge sharing, few studies have investigated how high-performance work systems affect creative performance through the pathway of knowledge sharing. First, the collaborative encouragement and extensive education and training included in high-performance work systems improve not only employees’ personal competence but also the relationships among employees, which directly promotes and stimulates knowledge sharing; high levels of creative performance can be generated through knowledge sharing (Chiang, Hsu, & Shih, 2015 ). Jyoti and Rani ( 2017 ) make a similar point that training activities included in high-performance work systems encourage employees to acquire new knowledge and expertise; this helps employees share their knowledge through formal interactions within the organization, enhancing their innovative thinking and skills and improving creative performance. Second, when employees perceive their relationships with the organization as merely economic, they have a lower tendency to engage in knowledge sharing (Kuvaas, Buch, & Dysvik, 2012 ), whereas high-performance work systems facilitate a shift in employees’ subjective impression of the organization. High-performance work systems are often viewed as a sign of organizational support, and when implemented, can create an environment in which employees feel that they are receiving favors from the organization, causing them to reciprocate with knowledge sharing and creative activities (Tang, Yu, Cooke, & Chen, 2017 ). Hassan and Din ( 2019 ) also confirmed that knowledge sharing mediates the relationship between high-performance work systems and employee creativity. Overall, high-performance work systems encourage collaboration and knowledge sharing, prompting employees to be willing to share new perspectives and ideas and supporting them to take risks in trying new approaches (Xin & Miao, 2018 ). This helps employees feel valued and fully utilize their individual abilities at work, thus improving their creative performance (Huang, Yan, Chen., & Xu, 2019). Therefore, a high-performance work system provides a good foundation and environment for knowledge sharing and promotes knowledge exchange and integration. Employees are able to share knowledge freely, and they can be inspired by others’ insights and experiences to break their own thinking limitations, which may inspire new ideas and solutions and ultimately help reach a high level of creative performance. From the above summary, we make the following assumptions: Hypothesis 4 Knowledge sharing positively mediates the relationship between high-performance work systems and creative performance. 2.5. Moderating Effects of Person–Organization Fit Person–organization fit refers to the extent to which an employee’s personal values fit with the values and norms of the organization (Mi et al., 2020 ). On the one hand, when person–organization fit is high, employees are more likely to be attracted to the organization and thus spontaneously engage in behaviors that are beneficial to the organization (Syahputra & Satrya, 2021 ). On the other hand, person–organization fit can enhance employees’ confidence in knowledge-sharing interactions (Haider et al., 2022 ). Therefore, we emphasize the moderating role of person–organization fit not only in the relationship between high-performance work systems and creative performance but also between knowledge sharing and creative performance. First, person–organization fit can lead to the establishment of deep emotional bonds between employees and their organizations (Seong, Yang, & Zhang, 2023 ). In contrast, when employees perceive a mismatch between their own values and those of the organization, negative outcomes such as job stress and negative behaviors often occur (Kasekende, Nasiima, & Otengei, 2020 ). Therefore, when organizations have high-performance work systems, employees with high person–organization fit are more likely to develop positive perceptions of practices such as training and development, which enhance their motivation and the outcomes of their work, thereby enhancing creative performance (Mostafa & Gould-Williams, 2014 ). Second, in high-performance work systems, strong cultural management practices convey the organizational culture to employees, and a strong person–organization fit increases their cultural strength and enhances their knowledge, skills, and competency levels, in turn improving their creative performance (Lee & Bang, 2012 ). Overall, employees with high person–organization fit tend to perceive the management practices of high-performance work systems as opportunities, and such participatory decision-making and information-sharing mechanisms make employees feel valued and increase their confidence in their own abilities, which motivates them to put more effort into their work and achieve high levels of creative performance (Seong, Yang, & Zhang, 2023 ). Therefore, we hypothesize that employees’ person–organization fit strengthens the relationship between high-performance work systems and creative performance. In addition, person–organization fit can significantly influence employees’ attitudes, strengthen their willingness to interact and learn in the knowledge-sharing process by closely linking individuals to the organization, motivate them to achieve their creative visions through knowledge sharing, and ultimately achieve a high level of creative performance (Afsar, 2016 ). Moreover, employees with high person–organization fit selflessly share their information and skills for the sake of the organization, which further helps employees accumulate and apply useful knowledge more effectively among themselves, promoting creative performance (Wang, Zhao, Wang, & Wang, 2023 ). Simply put, a strong person–organization fit can effectively promote the establishment of a trusting relationship in an organization, based on which employees will be more inclined to share the knowledge they possess, and knowledge sharing among organizational members will make it easier to generate new ideas, which can enhance their creativity and ultimately achieve creative performance (Wuryaningrat, Kindangen, Sendouw, & Lumanouw, 2019 ). This means that employees with high levels of person–organization fit show more positive behaviors than those with low levels of person–organization fit. Therefore, we suggest that person–organization fit strengthens the relationship between knowledge sharing and creative performance. Finally, the mediating effect of knowledge sharing is also moderated by person–organization fit. Specifically, person–organization fit facilitates the relationship between the organization and employee, and employees with high person–organization fit are more willing to share their ideas with the organization and colleagues (Sudibjo & Prameswari, 2021 ), whereas knowledge sharing makes employees feel more connected to other organizational members and promotes the exchange of useful information and experiences, and learning from others’ experiences helps distill ideas into better practices, leading to creative performance (Afsar & Badir, 2015 ). In contrast, low levels of person–organization fit often reflect organizations’ difficulties in providing constructive and supportive feedback. In the absence of support and incentives, employees may lose the motivation to do better, resulting in a weaker willingness to share knowledge; thus, creative performance may be hindered (Seong, Yang, & Zhang, 2023 ). Therefore, we hypothesize that through the positive effects of person–organization fit, employees are not only able to actively engage in innovation in high-performance work systems but also contribute to an increased level of knowledge sharing, further strengthening creative performance. In addition, the mediating role of knowledge sharing between high-performance work systems and creative performance is moderated by person–organization fit. From the above summary, we formulate the following hypotheses: Hypothesis 5 Person–organization fit moderates the relationship between high-performance work systems and creative performance. Hypothesis 6 Person–organization fit moderates the relationship between knowledge sharing and creative performance. Hypothesis 7 The mediating influence of knowledge sharing in the relationship between high-performance work systems and creative performance is moderated by person–organization fit. 3. Materials and Methods 3.1. Sample Characteristics We surveyed individuals working in Chinese SMEs using an online questionnaire. A total of 310 data samples were collected and used for empirical analysis. The participants included 166 (53.5%) men and 144 (46.5%) women. Regarding age, 112 (36.1%) were 20 to 30 years old, 94 (30.3%) were 31 to 40 years old, 65 (21%) were 41 to 50 years old, 38 (12.3%) were 51 to 60 years old, and one (0.3%) was 60 years old or above. Regarding education, 154 (49.7%) were junior college graduates or below, 108 (34.8%) were university graduates, 34 (11%) held a master’s degree, and 14 (4.5%) held a doctoral degree. Regarding service years, 30 (9.7%) participants had worked for one year or less, 62 (20%) for one to three years, 40 (12.9%) for three to five years, 24 (7.7%) for five to seven years, and 154 (49.7%) for seven years or more. Regarding enterprise type, 29 (9.3%) worked in construction, 57 (18.4%) in services, 16 (5.2%) in finance, 21 (6.8%) in education, six (1.9%) in the medical industry, eight (2.6%) in information technology, and 173 (55.8%) in other fields. 3.2. Measurement A high-performance work system is a set of complementary HRM practices designed to positively affect organizational performance by improving the competencies of organizational members (Huselid, 1995 ). To measure high-performance work systems, we used a 12-item tool from Lawler, Chen, Wu, Bae, and Bai ( 2011 ). Sample items include “To improve interpersonal skills, the company will provide training opportunities” and “The company encourages me to work hard.” Knowledge sharing refers to the transfer and sharing of acquired knowledge (Jyoti & Rani, 2017 ). To measure participants’ knowledge sharing, we used the five-item measurement scale from Bock and Kim ( 2002 ). Sample items include “I will share my knowledge with more organizational members” and “I will always provide my knowledge at the request of other organizational members.” Person–organization fit refers to the degree of fit between employees and organizations (Judge & Bretz, 1992 ). To measure participants’ person–organization fit, we used the nine-item tool from Cable and DeRue ( 2002 ). Sample items include “My personal values match those of the company” and “I am a good fit with the company’s organizational culture.” Creative performance refers to the generation of novel and useful creative changes in work processes, business problems, and final products produced by employees (Zhou & Shalley 2003 ). To measure participants’ creative performance, we used the 13-item tool from Zhou and George ( 2001 ). Sample items include “Suggests new ways to achieve goals or objectives” and “Comes up with new and practical ideas to improve performance.” All items were measured on a 7-point Likert scale, with responses ranging from 1 (strongly disagree) to 7 (strongly agree). The higher the score, the stronger the intent. The research model is shown in Fig. 1 . 4. Results 4.1. Confirmatory Factor Analysis The confirmatory factor analysis of Model 1 (four-factor model) showed that the scale had a good fit and adequate construct validity. Next, we tested convergent validity; the results are discussed below. The standardized regression weights of high-performance work systems ranged from .709 to .882, knowledge sharing from .878 to .913, person–organization fit from .866 to .907, and creative performance from .847 to .922. Furthermore, the average variance extracted for high performance work systems was .637, knowledge sharing was .804, person–organization fit was .794, and creative performance was .789; all values exceeded .5. The composite reliability of high-performance work systems was .929, knowledge sharing was .934, person organization fit was .961, and creative performance was .972; all values exceeded .7. A measurement is considered to have significant validity if the variables’ average variance extracted exceeds .5 and the composite reliability exceeds .7 (Jin & Hahm, 2021). Furthermore, we examined three types of model fit indices: absolute fit index, incremental fit index, and parsimonious adjusted index. First, the absolute fit index was X2(p) = 2529.9(.000); X2/df = 3.76; and root mean square error of approximation (RMSEA) = .095. The RMSEA is indeed a “badness of fit” index, with values close to 0 indicating almost perfect fit and greater values indicating worse fit. For the RMSEA, values less than .05 reflect a minor approximation error, values between .05 and .08 reflect an acceptable error of approximation, and those greater than .10 constitute poor model fit (Browne & Cudeck, 1992). Second, the incremental fit index was .902 and the comparative fit index was .902. Third, the parsimony-corrected indices were parsimony goodness-of-fit index = .614 and parsimony normed fit index = .790. Based on these results, the confirmatory factor analysis indicated that the measures satisfied the requirements for acceptability (Jin & Hahm, 2021). Therefore, the structural equation model was found to be significant. Table 1 presents the results of the convergent validity tests. For reliability analysis, when the Cronbach’s alpha coefficient base exceeds .7, reliability is guaranteed. The results of the reliability analysis for each variable were as follows: high performance work systems (.964), knowledge sharing (.960), person–organization fit (.979), and creative performance (.984). All values exceeded .7, verifying confidence in each variable. Table 1 presents the results. Table 1 The result of confirmatory factor analysis Variables effect S.E. C.R. p Standardized Regression Weights AVE CR Cronbach's alpha High-Performance Work System (A) A1 1 .794 .637 .929 .964 A2 .898 .05 18.093 *** .76 A3 .9 .053 16.849 *** .731 A4 1.033 .041 25.347 *** .882 A5 1.051 .048 21.946 *** .834 A6 1.001 .048 20.949 *** .817 A7 1.084 .053 20.371 *** .806 A8 .791 .05 15.834 *** .709 A9 .913 .045 20.3 *** .805 A10 1.141 .049 23.218 *** .853 A11 1.093 .06 18.16 *** .762 A12 1.139 .055 20.563 *** .81 knowledge sharing (B) B1 1 .887 .804 .934 .960 B2 1.06 .036 29.723 *** .878 B3 1.122 .039 28.732 *** .913 B4 1.09 .038 28.592 *** .911 B5 1.111 .041 27.079 *** .896 Person-Organization Fit (C) C1 1 .866 .794 .961 .979 C2 1.032 .028 36.451 *** .887 C3 1.005 .032 31.347 *** .899 C4 1.017 .038 26.731 *** .892 C5 1.051 .037 28.523 *** .886 C6 1.132 .04 28.157 *** .906 C7 1.087 .041 26.708 *** .888 C8 1.118 .039 28.516 *** .907 C9 1.095 .041 27.022 *** .892 Creative Performance (D) D1 1 .898 .789 .972 .984 D2 1.037 .036 28.938 *** .887 D3 1.031 .025 42.086 *** .9 D4 1.03 .031 33.449 *** .9 D5 1.106 .036 31.016 *** .922 D6 1.086 .039 27.944 *** .895 D7 1.073 .039 27.459 *** .89 D8 1.074 .038 28.101 *** .896 D9 1.008 .038 26.222 *** .877 D10 1.016 .04 25.402 *** .867 D11 1.004 .042 23.838 *** .847 D12 1.035 .039 26.626 *** .881 D13 1.051 .039 27.219 *** .888 Model Fit Index X² ( p ) = 2529.9(.000), X² /df = 3.76, RMSEA=.095, IFI=.902, CFI=.902, PGFI=.614, PNFI=.790 4.2. Descriptive Statistics and Correlation Analysis Descriptive statistical analyses included means and standard deviations (SDs). The mean values for high-performance work systems, knowledge sharing, person–organization fit, and creative performance were 5.604, 5.705, 5.610, and 5.651, respectively. The SDs for high-performance work systems, knowledge sharing, person–organization fit, and creative performance were 1.172, 1.177, 1.210, and 1.166, respectively. The results of the correlation analysis showed that a high-performance work system was associated with knowledge sharing ( r = .807, p < .001), and that person–organization fit ( r = .855, p < .001) and creative performance ( r = .830, p < .001) were positively correlated. Additionally, knowledge sharing was positively correlated with person–organization fit ( r = .778, p < .001) and creative performance ( r = .748, p < .001). There was also a positive correlation between person–organization fit and creative performance ( r = .834, p < .001). Table 2 shows the results of the descriptive statistics and correlation analyses. To verify possible problems with multicollinearity, a linear regression analysis was performed using SPSS version 26 (IBM Corp., Armonk, NY, USA). The results showed that the values of the variance inflation factor for high-performance work systems, knowledge sharing, and person–organization fit were 4.580, 3.120, and 4.050, respectively. Furthermore, when knowledge sharing was used as a mediating variable, the variance inflation factor value was 2.862. As these were all less than 5, no serious multicollinearity problem was indicated. Table 2 The result of descriptive statistics and correlation analysis High-Performance Work System Mean S.D High-Performance Work System Knowledge Sharing Person-Organization Fit Creative Performance 5.604 1.172 - Knowledge Sharing 5.705 1.177 .807 *** - Person-Organization Fit 5.610 1.210 .855 *** .778 *** - Creative Performance 5.651 1.166 .830 *** .748 *** .834 *** - ***: p <.001, **: p <.01, *: p <.05 4.3. Hypotheses Tests SPSS Process Model 4 was used to analyze the mediating effect of knowledge sharing. The results showed that high-performance work systems had a positive impact on perceptions of knowledge sharing (estimate = .810, p < .001) and creative performance (estimate = .646, p < .001). Additionally, the perception of knowledge sharing had a significant impact on creative performance (estimate = .222, p < .001). Therefore, Hypotheses 1, 2, and 3 were supported. Hypothesis 4 proposed that knowledge sharing mediates the relationship between high-performance work systems and creative performance. The indirect effect was .415. The bootstrapped confidence intervals (CIs) were bootstrapping (boot) lower limit CI (LLCI) = .215 and boot upper limit CI (ULCI) = .594, as 0 was not included between boot LLCI and boot ULCI. These results indicate that the mediating effect of knowledge sharing was significant. Thus, Hypothesis 4 was supported. Table 3 presents the results of the hypotheses tests. Table 3 The results of Process Model 4 Path Estimate S.E. t p LLCI ULCI High-Performance Work System → Knowledge Sharing .810 .033 23.947 .000 .7439 .8770 High-Performance Work System → Creative Performance .646 .052 12.409 .000 .5437 .7486 Knowledge Sharing → Creative Performance .222 .051 4.286 .000 .1202 .3241 Indirect effect(s) of X on Y Indirect Effect Effect Boot SE Boot LLCI Boot ULCI High-Performance Work System → Knowledge Sharing → Creative Performance .180 .074 .014 .303 4.4. Descriptive Moderating Role of Person–Organization Fit We tested the moderating role of person–organization fit in the relationship between high-performance work systems and creative performance and in the relationship between knowledge sharing and creative performance. A multiple regression analysis was conducted using SPSS 26.0 (IBM Corp., Armonk, NY, USA) to verify the hypotheses. Tables 4 and 5 present the results for Hypotheses 5 and 6, respectively. The results showed that person–organization fit positively moderated the effect of high-performance work systems on creative performance ( ß = .121, p < .001). Additionally, person–organization fit positively moderated the effect of knowledge sharing on creative performance ( ß = .131, p < .001). Therefore, Hypotheses 5 and 6 were supported. Table 4 The result of Moderation Dependent Variable: Creative Performance Model 1 Model 2 Model 3 β t VIF β t VIF β t VIF High-Performance Work System .830 *** 26.117 1.000 .435 *** 7.848 3.716 .471 *** 8.564 3.832 Person-Organization Fit .462 *** 8.347 3.716 .482 *** 8.853 3.749 A*B .121 *** 3.825 1.257 R 2 (Adj- R 2 ) 0.689(0.688) 0.746(0.745) 0.758(0.756) ⊿ R 2 (Adj- R 2 ) 0.057(0.057) 0.012(0.011) F 682.079 *** 451.921 *** 319.532 *** ***: p <.001, **: p <.01, *: p <.05 Table 5 The result of Moderation Dependent Variable: Creative Performance Model 1 Model 2 Model 3 β t VIF β t VIF β t VIF Knowledge Sharing .748 *** 19.768 1.000 .251 *** 5.229 2.531 .302 *** 6.214 2.721 Person-Organization Fit .639 *** 13.308 2.531 .647 *** 13.792 2.536 A*B .131 *** 3.975 1.245 R 2 (Adj- R 2 ) 0.559(0.558) 0.720(0.719) 0.734(0.732) ⊿ R 2 (Adj- R 2 ) 0.161(0.161) 0.014(0.013) F 390.792 *** 395.672 *** 281.770 *** ***: p<.001, **: p<.01, *: p<.05 Figure 2 illustrates the moderating role of person–organization fit. As shown in the figure, when subordinates’ endorsement of person–organization fit increases, high-performance work systems lead to a higher perception of creative performance among organizational members. In contrast, when subordinates’ endorsement of person–organization fit is lower, high-performance work systems lead to lower creative performance among organization members. Figure 3 illustrates the moderating role of person–organization fit. As shown in the figure, when subordinates’ endorsement of person–organization fit increases, knowledge sharing leads to a higher perception of creative performance among organizational members. In contrast, when subordinates’ endorsement of person–organization fit is lower, knowledge sharing results in lower creative performance among organization members. 4.5. Moderated Mediation Effect of Person-Organization Fit Finally, we tested whether person–organization fit moderates the mediating influence of knowledge sharing in the relationship between high-performance work systems and creative performance. The moderated mediation model was employed using SPSS PROCESS Macro 3.4.1 Model 14, and was tested using a 95% CI and 5,000 bootstrapping re-samples. When the significance of the mediating effect was established, the conditional indirect effect was evaluated to verify whether the mediating effect depended on the moderating variable. Thus, the conditional indirect effect of person–organization fit and creative performance was evaluated by analyzing the index of the moderated relationship at three different moderator levels: -1 SD, mean, and + 1 SD. Regarding the − 1 SD level, the conditional indirect effect was .0697, boot standard error (SE) = .0866, boot LLCI = − .1248, and boot ULCI = .2108. Regarding the mean level, the conditional indirect effect was .1356, boot SE = .0768, boot LLCI = − .0274, and boot ULCI = .2722. In terms of the + 1 SD level, the conditional indirect effect was .2014, boot SE = .0910, boot LLCI = .0282, and boot ULCI = .3841. The results showed that 0 was included between boot LLCI and boot ULCI at the level of -1 SD and mean. However, 0 was not included between boot LLCI and boot ULCI at the level of + 1 SD CI. Furthermore, the moderated mediation index was .0544, boot SE = .0369, boot LLCI = .0013, and boot ULCI = .1388. Although there was no inclusion of 0 between boot LLCI and boot ULCI, the moderated mediation effect was insignificant at the − 1 SD and mean levels. Therefore, Hypothesis 7 was rejected. Table 6 presents the moderated mediation effect of person–organization fit. Table 6 The moderated mediation effect of person-organization fit Dependent Variable: Creative Performance Moderator Level Conditional Indirect Effect Boot SE Boot LLCI Boot ULCI Person-Organization Fit −1 SD (− 1.2102) .0697 .0866 − .1248 .2108 M .1356 .0768 − .0274 .2722 + 1 SD (1.2102) .2014 .0910 .0282 .3841 Index of moderated mediation Index Boot SE Boot LLCI Boot ULCI .0544 .0369 .0013 .1388 5. Discussion In this study, we explored the mechanisms that trigger creative performance among employees in Chinese SMEs. Based on social exchange theory, we identified the role of knowledge sharing and explored the relationship between high-performance work systems, knowledge sharing, and creative performance. The findings suggest that high-performance work systems promote a good social exchange relationship between the organization and its employees, enhance the level of knowledge sharing by providing resource support and an interactive platform, and motivate employees to reward the organization through a higher level of creative performance. In addition, we identified the moderating role of person–organization fit, which moderates the relationship between high-performance work systems and creative performance, as well as the relationship between knowledge sharing and creative performance. We not only explored the process of triggering creative performance from the perspective of high-performance work systems but also how to achieve a high level of creative performance by emphasizing the roles of knowledge sharing and person–organization fit, which enriches the model of guiding employees’ creative performance and makes a valuable contribution to in-depth research on creative performance. This study has the following theoretical and practical significance. 5.1. Theoretical Implications First, the effects of a high-performance work system on knowledge sharing and creative performance were investigated. The results show that high-performance work systems have a positive effect on knowledge sharing and creative performance. High-performance work systems can cultivate and maintain enterprises’competitive advantage, ultimately enhancing their performance (Zhu & Chen, 2014 ). While SMEs are always at a disadvantage when competing in the market, high-quality HRM practices can not only show the way for SMEs with limited resources but also significantly enhance their competitiveness. Specifically, practices included in high-performance work systems can help build relationships by increasing interactions among employees and creating a common language (Kuvaas, Buch, & Dysvik, 2012 ). This significantly increases the likelihood of knowledge sharing. Second, high-performance work systems, such as extensive training and encouragement of participation, often motivate employees to use their own ideas. These approaches tend to be appropriate for employees, who are able to work more efficiently, thus enhancing creative performance (He, Gu, & Liu, 2018 ). Therefore, high-performance work systems not only provide a platform for employees to interact and strengthen their connections with each other but also provide resource support to make it easier for employees to generate and implement creative ideas, thus achieving high levels of creative performance. We confirmed a strong association between knowledge sharing and creative performance. These findings suggest that knowledge sharing has a significantly positive effect on creative performance. Today’s organizations face intense competitive dynamics; therefore, the need for creativity is growing rapidly, and survival and growth greatly depend on the level of creativity (Hassan & Din, 2019 ). Knowledge sharing helps employees accumulate and utilize useful knowledge effectively, which further enhances their creativity and helps them achieve creative performance (Wang, Zhao, Wang, & Wang, 2023 ). Therefore, knowledge sharing not only enhances mutual learning among employees and reduces the occurrence of erroneous practices but also helps employees effectively utilize knowledge and improve their knowledge base, thus achieving creative performance. Third, we validated the mediating role of knowledge sharing in the relationship between high-performance work systems and creative performance. These findings suggest that high-performance work systems positively influence creative performance through knowledge sharing. Knowledge sharing in an organization facilitates communication among employees by allowing them to share ideas, perspectives, and expertise, which, in turn, promotes mutual learning and enhances job competence (Zamiri & Esmaeili, 2024 ). This suggests that knowledge sharing helps break down barriers such as miscommunication and knowledge segregation, enabling employees to draw from a wider pool of knowledge resources, stimulating innovative thinking and improving creative performance. Moreover, high-performance work systems motivate employees to exchange work-related information with coworkers, thus facilitating knowledge sharing, making it easier to generate new and useful ideas and improve employees’ creative performance (Chiang, Hsu, & Shih, 2015 ). Specifically, in a high-performance work system, employees are likely to have access to a high level of knowledge and experience, which promotes information flow and integration, accelerates personal growth and competence, and enhances problem-solving abilities, thus laying the foundation for creative performance. Finally, we verified the role of person–organization fit in moderating the relationship between high-performance work systems and creative performance, and between knowledge sharing and creative performance. The findings indicate that person–organization fit has a significant positive moderating effect in both the abovementioned relationships. Person–organization fit helps stimulate employee creativity by prompting them to generate new ideas and seek new opportunities, which triggers positive performance (Sudibjo & Prameswari, 2021 ). When organizations provide both resource-rich support and promote an atmosphere of fairness, employees with high person–organization fit are more likely to be motivated to achieve higher levels of creative performance by receiving fair compensation and organizational recognition of their skills and abilities (Saether, 2019 ). Moreover, employees with high person–organization fit closely connect their knowledge, skills, and abilities with the needs and goals of the organization, which is more likely to stimulate their psychological motivation to engage in knowledge sharing, increase their motivation and ability to work, and achieve high levels of creative performance (Afsar & Badir, 2015 ). Therefore, when employees are highly matched with their organizations, they can more clearly understand the goals and expectations of the organization and, thus, more accurately invest their knowledge, skills, and abilities in the tasks required by the high-performance work system. Second, person–organization fit enhances employees’ sense of identity and belonging to the organization, and employees are more willing to invest extra effort and actively participate in teamwork and knowledge sharing. It promotes creative exchange and collision, and creates favorable conditions for creative performance. Therefore, person–organization fit strengthens the effect of high-performance work systems on creative performance and also has a significant moderating effect on knowledge sharing and creative performance. Furthermore, regarding the moderated mediator, although there was no inclusion of 0 between boot LLCI and boot ULCI, the moderated mediation effect was insignificant at the level of -1 SD and mean. Therefore, this hypothesis was not valid. 5.2. Practical Implications Based on our findings, in addition to the aforementioned theoretical contributions, we propose the following practical implications. There is a need to view HRM practices and knowledge sharing as interdependent activities rather than isolated events (Kuvaas, Buch, & Dysvik, 2012 ). A high-performance work system responds to an organization’s supportive attitudes and behaviors toward employees, such as adequate availability of resources and timely resolution of problems. This creates a positive and open organizational climate and lowers barriers to knowledge sharing. Moreover, high-performance work systems provide employees with the work resources they need, such as work autonomy, work participation, and organizational support, facilitating their competence and achievement of work tasks (Zhang, Hu, & Su, 2023 ). Therefore, leaders must focus on the role of high-performance work systems by recruiting employees with the right skills and potential through sound selection and talent development programs and providing them with ongoing training and development opportunities. Additionally, they must pay attention to their employees’ needs and feedback. Understanding the problems and difficulties encountered by employees in the organizational process and providing timely support and assistance is essential. All these positive measures are conducive to helping the organization develop in a good direction by improving employees’ ability to work and their motivation, thus prompting them to be more proactive in contributing their personal strengths to the success and development of the organization. Companies that are able to manage knowledge sharing effectively can expect to see their employees perform better at work (Goh, Jayaraman, Mostafiz, & Leow, 2020 ). Knowledge sharing provides employees with access to new knowledge and information, resulting in a significant impact on individual innovativeness (Cao, & Xiang, 2014 ). Therefore, knowledge sharing enables employees to access a more comprehensive range of knowledge and experience, enhancing the innovation and problem-solving efficiency of the organization as a whole. However, employees may also worry about their knowledge being acquired by others without compensation and affecting their own competitive advantage; thus, it is necessary for managers to take appropriate measures to eliminate employees’ concerns regarding knowledge sharing. First, leaders should take the lead in sharing their own knowledge and experience. Second, the development of an organizational culture should be strengthened by creating an organizational atmosphere that encourages knowledge sharing. Employees should be allowed to realize the importance and value of knowledge sharing and their concerns should be eliminated. Finally, the relationships among organizational members should be strengthened to promote trust and cooperation among employees and smooth knowledge sharing. Third, employees, as the important human and intellectual capital of an enterprise, are the key driving force for its success (Wang, Du, Ran, & Yu, 2023 ). Therefore, in the process of pursuing profits, enterprises also need to pay attention to the role of employees, adhere to the concept of people-centeredness and humane management measures, and provide appropriate organizational support to employees (Wang, Zhu, & Jin, 2024 ). This can help establish person–organization fit. A high level of person–organization fit can motivate employees to show a high level of creativity, verified by Saraç, Efil, and Eryilmaz ( 2014 ). Therefore, leaders need to pay attention to the match between employees and the organization, which can be achieved in the recruitment process by clarifying the needs and cultural characteristics of the organization and screening candidates with a good fit with the organization. Employees should be involved in work-related decision-making processes to enhance their motivation and sense of responsibility. Moreover, it is necessary to establish good communication channels and appropriate employee care to enhance their sense of belonging and loyalty to the organization. Through these measures, leaders can promote employees’ person–organization fit and thus contribute to the development of the organization. Fourth, organizations value employees who bring creativity and problem-solving skills to their work activities (Saleem, Shahab, & Irshad, 2023 ). With regard to business development, creative performance can drive innovation in products and services, help organizations develop new markets, and improve competitiveness. Moreover, employees can improve their work ability and sense of achievement by demonstrating creativity, which is also expected to lead to the long-term development of the enterprise. Therefore, leaders can improve the level of creative performance by setting goals for creative performance, making creative activities a job requirement, and developing a culture that supports creative activities, which can clarify job expectations and improve creative performance (Zhou & Shalley 2003 ). Furthermore, leaders can increase employee motivation through appropriate empowerment and other behaviors that enable employees to satisfy their need for autonomy, as well as increase employee creative performance through increased training and appropriate job placement (Zhang, Zhang, & Tian, 2022 ). All these measures help improve employees’ creative performance. 5.3. Limitations and Future Research Although we confirmed the relationship between high-performance work systems and creative performance, this has some limitations, which are detailed below. Finally, we suggest directions for future research. First, the study population was limited to organizational members of Chinese SMEs. Future research should compare SME employees across different cultural contexts. Such a comparative study would deepen our understanding of the relationship between high-performance work systems and creative performance. Second, we chose person–organization fit as a moderating variable. The interactions between a high-performance work system and person–organization fit and between knowledge sharing and person–organization fit were examined to determine how the interaction effects affect creative performance. In future studies, we will consider adding person–organization fit as a moderating variable between high performance and knowledge sharing while testing its moderating effect. Thus, the moderating effect of person–organization fit will be studied in depth, and the research field of person–organization fit will expand. Third, we used a self-report survey method, which may have led to the emergence of common method bias. To improve accuracy and credibility, future studies may consider adopting a split method in which leaders report on issues related to their employees, and employees report on issues related to their leaders. Moreover, the data were collected at different time points to avoid bias caused by simultaneous measurements. Finally, this was a cross-sectional study with measurements taken at only one time point. In future studies, we plan to use a longitudinal design by taking measurements at multiple time points to gain a more comprehensive understanding of the impact of high-performance work systems on creative performance over time. Declarations Funding: This study received no external funding. Data Availability Statement: The datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request. Conflicts of Interest: The authors declare no conflict of interest. Author Contributions: Data curation； Jiaxing du; Lingfeng, Zhu. Methodology; Xiu Jin, Writing – original draft; Jiaxing Du; Lingfeng, Zhu. Conceptualization; Xiu Jin, Writing – review & editing: Xiu Jin. Conceptualization; Jiaxing du; Lingfeng, Zhu, Formal analysis Jiaxing du; Lingfeng, Zhu; Xiu Jin, Writing – review & editing; Xiu Jin. References Afsar B (2016) The impact of person-organization fit on innovative work behavior: the mediating effect of knowledge sharing behavior. Int J health care Qual Assur 29(2):104–122. 10.1108/ijhcqa-01-2015-0017 Afsar B, Badir Y (2015) The impacts of person-organisation fit and perceived organisational support on innovative work behaviour: The mediating effects of knowledge sharing behaviour. Int J Inform Syst Change Manag 7(4):263–285. 10.1504/ijiscm.2015.075632 Almadana AV, Suharnomo S, Perdhana MS (2022) Can generational differences and feeling trusted improve knowledge-sharing behavior? Consequences of high-performance work systems. J Workplace Learn 34(2):200–214. https://doi.org/10.1108/JWL-05-2021-0058 Amabile TM, Barsade SG, Mueller JS, Staw BM (2005) Affect and creativity at work. Adm Sci Q 50(3):367–403. https://doi.org/10.2189/asqu.2005.50.3.367 Arshad B, Hassan H, Azam A (2024) The impact of employees’ experience of high-performance work systems on innovative behavior in professional service firms. Front Psychol 14:1324474. 10.3389/fpsyg.2023.1324474 Bhatti SH, Zakariya R, Vrontis D, Santoro G, Christofi M (2021) High-performance work systems, innovation and knowledge sharing: An empirical analysis in the context of project-based organizations. Empl Relations: Int J 43(2):438–458. https://doi.org/10.1108/ER-10-2019-0403 Bock GW, Kim YG (2002) Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Inform Resour Manage J (IRMJ) 15(2):14–21 Cable DM, DeRue DS (2002) The convergent and discriminant validity of subjective fit perceptions. J Appl Psychol 87(5):875–884. https://doi.org/10.1037/0021-9010.87.5.875 Cable DM, Judge TA (1996) Person–organization fit, job choice decisions, and organizational entry. Organ Behav Hum Decis Process 67(3):294–311. doi.org/10.1006/obhd.1996.0081 Cao Y, Xiang Y (2014) Study on the relationship among knowledge governance, knowledge sharing and employee innovation based on the mediating of social capital and the moderating of absorptive capacity in enterprises. Stud Sci Sci 32(1):92–102. 10.16192/j.cnki.1003-2053.2014.01.004 Carmeli A, Gelbard R, Reiter-Palmon R (2013) Leadership, creative problem-solving capacity, and creative performance: The importance of knowledge sharing. Hum Resour Manag 52(1):95–121. https://doi.org/10.1002/hrm.21514 Chatman JA (1989) Improving interactional organizational research: A model of person-organization fit. Acad Manage Rev 14(3):333–349. doi.org/10.5465/amr.1989.4279063 Chiang YH, Hsu CC, Shih HA (2015) Experienced high performance work system, extroversion personality, and creativity performance. Asia Pac J Manage 32:531–549. https://doi.org/10.1007/s10490-014-9403-y Chiang YH, Hsu CC, Shih HA (2015) Experienced high performance work system, extroversion personality, and creativity performance. Asia Pac J Manage 32:531–549. https://doi.org/10.1007/s10490-014-9403-y Chuang CH, Jackson SE, Jiang Y (2016) Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. J Manag 42(2):524–554. https://doi.org/10.1177/0149206313478189 Colquitt JA, LePine JA, Noe RA (2000) Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. J Appl Psychol 85(5):678–707. 10.1037//0021-9010.85.5.678 Cropanzano R, Mitchell MS (2005) Social exchange theory: An interdisciplinary review. J Manag 31(6):874–900. https://doi.org/10.1177/0149206305279602 Goh SK, Jayaraman K, Mostafiz MI, Leow YM (2020) The effect of organisational climate on employees’ creative performance through knowledge sharing behaviour. Electron J Knowl Manage 18(1):1–14 Haider SA, Akbar A, Tehseen S, Poulova P, Jaleel F (2022) The impact of responsible leadership on knowledge sharing behavior through the mediating role of person–organization fit and moderating role of higher educational institute culture. J Innov Knowl 7(4):100265. https://doi.org/10.1016/j.jik.2022.100265 Hassan S, Din B (2019) The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system and authentic leadership on university faculty members’ creativity. Manage Sci Lett 9(6):887–898. 10.5267/j.msl.2019.2.013 He C, Gu J, Liu H (2018) How do department high-performance work systems affect creative performance? A cross‐level approach. Asia Pac J Hum Resour 56(3):402–426. 10.1111/1744-7941.12156 Heffernan M, Dundon T (2016) Cross-level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice. Hum Resource Manage J 26(2):211–231. https://doi.org/10.1111/1748-8583.12095 Huang ZQ, Yan AM, Chen SG, Xu T (2019) The Impact of Perceived Overqualification on Employee Engagement: The Role of Organization-based Self-esteem and High-Performance Work Systems. Hum Resour Dev China 36(09):18–31. 10.16471/j.cnki.11-2822/c.2019.09.002 Huselid MA (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Acad Manag J 38(3):635–672. https://doi.org/10.2307/256741 Hwang CY, Kang SW, Choi SB (2023) Coaching leadership and creative performance: A serial mediation model of psychological empowerment and constructive voice behavior. Front Psychol 14:1077594. https://doi.org/10.3389/fpsyg.2023.1077594 Judge TA, Bretz RD (1992) Effects of work values on job choice decisions. J Appl Psychol 77(3):261. 10.1037/0021-9010.77.3.261 Jyoti J, Rani A (2017) High performance work system and organisational performance: Role of knowledge management. Personnel Rev 46(8):1770–1795. 10.1108/PR-10-2015-0262 Kasekende F, Nasiima S, Otengei SO (2020) Strategic human resource practices, emotional exhaustion and OCB: the mediator role of person-organization fit. J Organizational Effectiveness: People Perform 7(3):275–295. https://doi.org/10.1108/JOEPP-04-2020-0056 Kessel M, Kratzer J, Schultz C (2012) Psychological safety, knowledge sharing, and creative performance in healthcare teams. Creativity Innov Manage 21(2):147–157. 10.1111/j.1467-8691.2012.00635.x Kuvaas B, Buch R, Dysvik A (2012) Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons. Hum Resour Manag 51(2):167–187. https://doi.org/10.1002/hrm.21464 Lawler JJ, Chen S, Wu P, Bae J, Bai B (2011) High-performance work systems in foreign subsidiaries of American multinationals: an institutional model. J Int Bus Stud 42:200–220. https://doi.org/10.1057/jibs.2010.42 Lee JW, Bang H (2012) High performance work systems, person-organization fit and organizational outcomes. J Bus Adm Res 1(2):129–138. 10.5430/jbar.v1n2p129 Leung VT, Lin PM (2022) The roles of multiple foci of employee commitments and job satisfaction on creative performance: a study of hotel chefs. Int J Hospitality Manage 101:103107. https://doi.org/10.1016/j.ijhm.2021.103107 Li C, Zhu TQ, Shen YC (2023) A shift from entrepreneurial passion to employee creativity: A dual process perspective on passion delivery. Sci Res Manage 44(9):162–170. 10.19571/j.cnki.1000-2995.2023.09.017 Ma Z, Long L, Zhang Y, Zhang J, Lam CK (2017) Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pac J Manage 34:565–586. 10.1007/s10490-017-9508-1 Mai S, Ji H (2019) The Interaction Impact of Organization Empowerment and Proactive Personality on Employees Creative Performance. Science Technology Progress and Policy, 36(04), 140–145. dol: 10.6049/kjjbydc.2018070437 Mi L, Sun Y, Gan X, Yang H, Lv T, Shang K, Qiao Y, Jiang Z (2020) Promoting employee green behavior through the person-organization fit: The moderating effect of psychological distance. Front Psychol 11:568385. 10.3389/fpsyg.2020.568385 Mostafa AMS, Gould-Williams JS (2014) Testing the mediation effect of person–organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector. Int J Hum Resource Manage 25(2):276–292. https://doi.org/10.1080/09585192.2013.826917 Oldham GR, Cummings A (1996) Employee creativity: Personal and contextual factors at work. Acad Manag J 39(3):607–634. https://doi.org/10.5465/256657 Peng JC, Chen SW (2023) Learning climate and innovative creative performance: Exploring the multi-level mediating mechanism of team psychological capital and work engagement. Curr Psychol 42(15):13114–13132. https://doi.org/10.1007/s12144-021-02617-3 Riana IG, Wiagustini NLP, Aristana IN, Rihayana IG, Abbas EW (2020) High-performance work system in moderating entrepreneurial leadership, employee creativity and knowledge sharing. Pol J Manage Stud 21(1):328–341. 10.17512/pjms.2020.21.1.24 Saether EA (2019) Motivational antecedents to high-tech R&D employees' innovative work behavior: Self-determined motivation, person-organization fit, organization support of creativity, and pay justice. J High Technol Manage Res 30(2):100350. doi.org/10.1016/j.hitech.2019.100350 Saleem T, Shahab H, Irshad M (2023) High-Performance Work System and Innovative Work Behavior: The Mediating Role of Knowledge Sharing and Moderating Role of Inclusive Leadership. Int J Bus Economic Affairs (IJBEA) 8(1):43–59. 10.24088/IJBEA-2023-81005 Saraç M, Efil I, Eryilmaz M (2014) A study of the relationship between person-organization fit and employee creativity. Manage Res Rev 37(5):479–501. https://doi.org/10.1108/MRR-01-2013-0025 Seong JY, Yang I, Zhang L (2023) What Initiates Creativity in an Organization? A Two-Horse Carriage of HRM and PO Fit. Sustainability 15(17):13200. https://doi.org/10.3390/su151713200 Shahzad K, Arenius P, Muller A, Rasheed MA, Bajwa SU (2019) Unpacking the relationship between high-performance work systems and innovation performance in SMEs. Personnel Rev 48(4):977–1000. https://doi.org/10.1108/PR-10-2016-0271 Shalley CE (1991) Effects of productivity goals, creativity goals, and personal discretion on individual creativity. J Appl Psychol 76(2):179–185. https://doi.org/10.1037/0021-9010.76.2.179 Snell SA, Dean JW Jr (1992) Integrated manufacturing and human resource management: A human capital perspective. Acad Manag J 35(3):467–504. https://doi.org/10.5465/256484 Sudibjo N, Prameswari RK (2021) The effects of knowledge sharing and person–organization fit on the relationship between transformational leadership on innovative work behavior. Heliyon 7(6):e07334. 10.1016/j.heliyon.2021.e07334 Syahputra NF, Satrya A (2021), November Relationship between work ethic and innovative work behavior mediated by person organization fit and intrinsic motivation on banking employees. In Seventh Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA 2021) (pp. 501–507). Atlantis Press. https://doi.org/10.2991/aebmr.k.211117.099 Tang G, Yu B, Cooke FL, Chen Y (2017) High-performance work system and employee creativity: The roles of perceived organizational support and devolved management. Personnel Rev 46(7):1318–1334. https://doi.org/10.1108/PR-09-2016-0235 Tian HY, Li YY, Li ZZ (2024) Impact of pretax additional deduction policy for R&D expenditure on high quality innovation of SMEs. Sci Res Manage 45(3):53–63. 10.19571/j.cnki.1000-2995.2024.03.006 Wang Q, Zhao T, Wang Y, Wang Q (2023) When does team cooperative climate lead to creative performance via knowledge sharing? A moderated mediation model. Curr Psychol 42(32):28650–28662. 10.1007/s12144-022-03943-w Wang W, Du ML, Ran HY, Yu QY (2023) Impact of Leading Talents, Knowledge Breadth and Tie Strength on Breakthrough Innovations. Innov Sci Technol 23(9):59–77. https://doi.org/10.19345/j.cxkj.1671-0037.2023.9.006 Wang Y, Zhu L, Jin X (2024) The Effect of a High-Performance Work System on Organizational Innovation Performance: The Mediating Effect of Employees’ Intrinsic Motivation and the Moderating Effect of Person–Organization Fit. Systems 12(7):230. https://doi.org/10.3390/systems12070230 Wuryaningrat NF, Kindangen P, Sendouw G, Lumanouw B (2019) The role of person job fit and person organization fit on the development of innovation capabilities at indonesia creative industry. Int J Eng Adv Technol 8(5C):80–85. 10.35940/ijeat.E1011.0585C19 Xin X, Miao RT (2018) The influential mechanism of employees’ job crafting on creative performance: A moderated double-mediation model. Economic Manage J China 40:108–122. 10.19616/j.cnki.bmj.2018.05.007 Yan AM, Xu T, Lv ZK (2015) Research on the Relationship among High Performance Work System, Knowledge Sharing and Firm Performance. Soft Sci 29(01):70–73. 10.13956/j.ss.1001-8409.2015.01.15 Zamiri M, Esmaeili A (2024) Methods and Technologies for Supporting Knowledge Sharing within Learning Communities: A Systematic Literature Review. Administrative Sci 14(1):1–34. doi.org/10.3390/admsci14010017 Zhang DL, Zhang J, Tian HR (2022) The Impact of Basic Psychological Needs on Employees’ Creative Performance and Mental Health: A Latent Profile Analysis from the Perspective of Thwarted Psychological Need. Manage Rev 34(3):209–219. 10.14120/j.cnki.cn11-5057/f.2022.03.015 Zhang XG, Hu XD, Su T (2023) Do high performance work systems impair employee well-being? Evidence from a meta-analysis. Adv Psychol Sci 31(11):2005–2024. https://doi.org/10.3724/SP.J.1042.2023.02005 Zhang Z, Feng H, Wang L, Yang L (2024) How to achieve high-quality development of SRDI enterprises—A study of the TOE framework-based configuration. PLoS ONE 19(6):e0304688. https://doi.org/10.1371/journal.pone.0304688 Zhou J, George JM (2001) When job dissatisfaction leads to creativity: Encouraging the expression of voice. Acad Manag J 44(4):682–696. https://doi.org/10.5465/3069410 Zhou J, Shalley CE (2003) Research on employee creativity: A critical review and directions for future research. Res personnel Hum Resour Manage 165–217. https://doi.org/10.1016/S0742-7301(03)22004-1 Zhou L, Shen K (2021) Research on the Effect of Employees' Perceptions of High-Performance Work System on Employees' Performance———Analysis Based on Chained Mediation Model. Sci Technol Econ 34(1):76–80. 10.14059/j.cnki.cn32-1276n.2021.01.016 Zhu CL, Chen XL (2013) Study of the relationship among high performance work systems, knowledge sharing and employee creativity. Economic Theory Bus Manage 33(11):102–112 Zhu C, Chen X (2014) High performance work systems and employee creativity: The mediating effect of knowledge sharing. Front Bus Res China 8(3):367–387. https://doi.org/10.3868/s070-003-014-0017-3 Additional Declarations No competing interests reported. Supplementary Files data310.sav Cite Share Download PDF Status: Under Review Version 1 posted Reviewers invited by journal 29 Apr, 2026 Editor assigned by journal 28 Apr, 2026 Editor invited by journal 27 Apr, 2026 Submission checks completed at journal 26 Apr, 2026 First submitted to journal 26 Apr, 2026 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-9415436","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Article","associatedPublications":[],"authors":[{"id":635230375,"identity":"a91e3dad-dcd1-42d2-99ae-c5545837280e","order_by":0,"name":"Jiaxing Du","email":"","orcid":"","institution":"Liaodong University","correspondingAuthor":false,"prefix":"","firstName":"Jiaxing","middleName":"","lastName":"Du","suffix":""},{"id":635230377,"identity":"85508d44-1ba4-4973-a6c5-f086f66fc141","order_by":1,"name":"Lingfeng Zhu","email":"","orcid":"","institution":"Xinjiang Institute of Technology","correspondingAuthor":false,"prefix":"","firstName":"Lingfeng","middleName":"","lastName":"Zhu","suffix":""},{"id":635230378,"identity":"ad6aae0a-cad2-4108-92a8-c3d2f8b8d202","order_by":2,"name":"Xiu Jin","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA/ElEQVRIiWNgGAWjYHACNiCW4GGTP3wAyDgAFTyASzVci4UcvwRbAklaKowlZ/AYEKdFvr352GOeGonEDbd7Pr/4UXNHzpyB+eEHhjP3cGoxOHMs3ZjnGFDLnbPbLHuOPTO2bGAzlmC4UYxbi0SOmTQPG1DLgdxtBrwNh4EMBjMGhg8JuB02A6TlH0hLzjPDv2At7N/wamG4AdTC2yYB9H4O82OILTxAW27g1gL0S5rk3D4JOX6eY2bMMscOGxsc5imWSDiDx2HAEJN4862Oh429+fHHNzWH5QyOt2/88OEYHochATYJMMUMxMRpAKr9QKTCUTAKRsEoGGEAAPTWWjemDP6+AAAAAElFTkSuQmCC","orcid":"","institution":"Gachon University","correspondingAuthor":true,"prefix":"","firstName":"Xiu","middleName":"","lastName":"Jin","suffix":""}],"badges":[],"createdAt":"2026-04-14 12:25:15","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-9415436/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-9415436/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":108733681,"identity":"21f087b1-fa66-46cc-ba0a-b2ccea4656c6","added_by":"auto","created_at":"2026-05-07 19:39:13","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":27872,"visible":true,"origin":"","legend":"\u003cp\u003eResearch model\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-9415436/v1/e030c7665b47692a56c38e41.png"},{"id":108733677,"identity":"3016d184-465d-466e-acfb-4bfc89780010","added_by":"auto","created_at":"2026-05-07 19:39:12","extension":"jpeg","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":197684,"visible":true,"origin":"","legend":"\u003cp\u003eThe moderating effect of Person-Organization Fit\u003c/p\u003e","description":"","filename":"floatimage2.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-9415436/v1/b6bf2f2ba52c8ce7ef7198c3.jpeg"},{"id":108733665,"identity":"158e51f5-b6b4-46b9-8fed-44baea38ad1d","added_by":"auto","created_at":"2026-05-07 19:39:11","extension":"jpeg","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":218164,"visible":true,"origin":"","legend":"\u003cp\u003eThe moderating effect of Person-Organization Fit\u003c/p\u003e","description":"","filename":"floatimage3.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-9415436/v1/05476cd08646b611345dfc6e.jpeg"},{"id":108976642,"identity":"ad021d3e-b900-4939-a683-5968270de058","added_by":"auto","created_at":"2026-05-11 11:27:08","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1107172,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-9415436/v1/05d66da3-35a2-453a-bc01-08654e642135.pdf"},{"id":108733676,"identity":"89ce25eb-8a00-4280-bf77-7c7adca7824c","added_by":"auto","created_at":"2026-05-07 19:39:12","extension":"sav","order_by":0,"title":"","display":"","copyAsset":false,"role":"supplement","size":43276,"visible":true,"origin":"","legend":"","description":"","filename":"data310.sav","url":"https://assets-eu.researchsquare.com/files/rs-9415436/v1/a93021b4f3dcd18699ba3b6f.sav"}],"financialInterests":"No competing interests reported.","formattedTitle":"The Way to Enhance Creative Performance: Direct effects of the High Performance Work System and and Moderated Mediation Effect of Person–Organization Fit","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eIn an increasingly competitive marketplace, creativity is recognized as an important means for firms to evolve, meet challenges, develop new capabilities, and generate competitive advantages in a dynamic environment (Li, Zhu, \u0026amp; Shen, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Creativity is not only expected but necessary (Zhou \u0026amp; Shalley \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). Creativity can drive high levels of creative performance, key to solving organizational problems and achieving organizational goals, and can provide organizations with a lasting competitive advantage (Amabile, Barsade, Mueller, \u0026amp; Staw, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Creative performance refers to the generation of novel or original products and ideas at the individual level that are useful to the organization (Oldham \u0026amp; Cummings, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e1996\u003c/span\u003e; Shalley, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e1991\u003c/span\u003e). However, insufficient support, including in terms of infrastructure, expertise, and resources, puts Chinese small and medium-sized enterprises (SMEs) at a disadvantage in the innovation process and makes it difficult for them to achieve high creative performance (Zhang, Feng, Wang, \u0026amp; Yang, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Moreover, because new ideas are often accompanied by high risk and uncertainty, Chinese SMEs demonstrate lower-than-optimal research and development investment (Tian, Li, \u0026amp; Li, \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Based on such problematic points, in order to effectively improve the level of employees\u0026rsquo; creative performance, we emphasize the role of high-performance work systems and validate a research model that leads to high levels of creative performance.\u003c/p\u003e \u003cp\u003eA high-performance work system is a coordinated set of human resource management (HRM) practices implemented by a company to achieve higher performance (Chiang, Hsu, \u0026amp; Shih, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Rigorous selection management, extensive training, encouraging collaboration and information sharing, and providing participatory opportunities for employee growth and development are emphasized (Snell \u0026amp; Dean, 1998). The implementation of high-performance work systems plays an important role in generating novel and useful ideas (Tang, Yu, Cooke, \u0026amp; Chen, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). For example, as high-performance work systems provide fair opportunities, allow participation in decision making, and eliminate concerns about risk, employees are more likely to show creativity to achieve high levels of creative performance (Shahzad, Arenius, Muller, Rasheed, \u0026amp; Bajwa, \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Moreover, an organization being supportive, caring about employees\u0026rsquo; feelings and needs, encouraging expression, and providing positive feedback is expected to promote employees\u0026rsquo; initiative at work, which, in turn, increases their interest in work and creative performance (Oldham \u0026amp; Cummings, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e1996\u003c/span\u003e). Therefore, based on the disadvantaged position of Chinese SMEs in market competition and their lack of creativity, we focus on the effect of high-performance work systems on employees\u0026rsquo; creative performance, hypothesizing that high-performance work systems lay the foundation for improving employees\u0026rsquo; creative performance by providing them with the opportunity to present new ideas and the support of work resources.\u003c/p\u003e \u003cp\u003eWe aimed to verify whether high-performance work systems affect employees\u0026rsquo; creative performance and to determine which factors mediate the relationship between high-performance work systems and creative performance. Knowledge sharing is the process of exchanging and transferring ideas, insights, experiences, and specialized knowledge among individuals or groups, facilitating the flow and dissemination of information and knowledge (Zamiri \u0026amp; Esmaeili, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Every organization needs a great deal of knowledge to seize opportunities and gain competitive advantage (Riana et al., \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). High-performance work systems increase the level of knowledge sharing among employees and motivate them to generate creative ideas (Saleem, Shahab, \u0026amp; Irshad, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Specifically, high-performance work systems not only ensure support and resources for employees but also provide a platform for interpersonal interactions, which facilitates knowledge flow among employees by encouraging knowledge sharing, stimulating creative thinking, and generating novel ideas; this, in turn, enhances creative performance (Ma et al., \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). In contrast, if employees are reluctant to engage in knowledge sharing, social connections between employees are weakened and communication becomes less open, making it difficult to provide strong support for the generation of new ideas (Afsar, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). This suggests that high-performance work systems may also facilitate knowledge sharing and thus improve creative performance. We hypothesize that knowledge sharing plays a mediating role between high-performance work systems and creative performance.\u003c/p\u003e \u003cp\u003eIn addition, when organizations implement management practices for high-performance work systems, employees\u0026rsquo; perceptions or experiences may differ from their expectations, and there is a high probability that person\u0026ndash;organization fit will also affect employees\u0026rsquo; willingness to engage in knowledge sharing. In this case, person\u0026ndash;organization fit is particularly important. Person\u0026ndash;organization fit refers to the congruence of values and goals between employees and organizations (Chatman, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e1989\u003c/span\u003e; Cable \u0026amp; Judge, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e1996\u003c/span\u003e). Employees with a high person\u0026ndash;organization fit are more motivated and willing to take on additional responsibilities at work (Cable \u0026amp; DeRue, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). By contrast, low person\u0026ndash;organization fit may diminish employee motivation, resulting in a gradual loss of motivation at work (Saether, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). On the one hand, employees with high person\u0026ndash;organization fit tend to view high-performance work systems as an effective way to help them achieve high levels of personal creativity, motivating them to have confidence in their own creativity and inspiring them to challenge the status quo with a desire to improve the organization, leading to high levels of creative performance (Seong, Yang, \u0026amp; Zhang, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). On the other hand, person\u0026ndash;organization fit contributes to a better match between employees\u0026rsquo; knowledge, skills, and abilities and the organization\u0026rsquo;s needs and goals. This enhances their knowledge sharing and increases their motivation and ability to work, leading to higher levels of creative performance (Afsar \u0026amp; Badir, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Therefore, we aim to 1) investigate the moderating role of person\u0026ndash;organization fit between high-performance work systems and creative performance, 2) examine whether there is a moderating role of person\u0026ndash;organization fit between knowledge sharing and creative performance, and 3) determine the moderated mediation effect of person\u0026ndash;organization fit.\u003c/p\u003e \u003cp\u003eTherefore, the purpose of this study is as follows. First, we take the competitive environment of incentives and the lack of creativity faced by Chinese SMEs as the research background. While the literature has examined the effects of leadership, organizational climate, and employee commitment on employees\u0026rsquo; creative performance (Leung \u0026amp; Lin, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Peng \u0026amp; Chen, \u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Hwang, Kang, \u0026amp; Choi, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), few studies have focused on the effects of HRM systems on creative performance. We focus on the effects of high-performance work systems on employees\u0026rsquo; creative performance. Exploring how high-performance work systems enhance employees\u0026rsquo; creative performance will help expand the field of research on creative performance.\u003c/p\u003e \u003cp\u003eSecond, we introduce knowledge sharing as a mediating variable based on social exchange theory. Social exchange theory suggests that various material and spiritual rewards motivate employees to reward the organization through proactive behaviors (Cropanzano \u0026amp; Mitchell, \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Moreover, employees who have a good relationship with the organization have a stronger prosocial motivation to share knowledge as a reward for the training and development opportunities they receive (Kuvaas, Buch, \u0026amp; Dysvik, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). A high-performance work system shapes a good social exchange relationship between the organization and its employees. When an organization implements a high-performance work system, it stimulates and strengthens employees\u0026rsquo; willingness to share knowledge, which contributes to creative performance. Therefore, we hypothesize that high-performance work systems can influence creative performance through knowledge sharing.\u003c/p\u003e \u003cp\u003eFinally, only the mediating role of knowledge sharing between high-performance work systems and innovation has been explored in prior studies, with person\u0026ndash;organization fit often used as a mediating variable (Hassan \u0026amp; Din, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Kasekende, Nasiima, \u0026amp; Otengei, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Bhatti et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). We use this basis to introduce person\u0026ndash;organization fit as a moderating variable, not only exploring the interaction between high-performance work systems and person\u0026ndash;organization fit but also presenting the interaction between knowledge sharing and person\u0026ndash;organization fit to determine how this interaction effect affects creative performance. We also measure the moderated mediation effect.\u003c/p\u003e \u003cp\u003eOverall, based on social exchange theory, we provide a new perspective for high-performance work systems to improve employees\u0026rsquo; creative performance by demonstrating the role of knowledge sharing. We propose and validate a moderated mediation research model by introducing person\u0026ndash;organization fit as a moderating variable. This helps expand the research scope of creative performance and provides a theoretical basis for related research.\u003c/p\u003e"},{"header":"2. Theoretical Background","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1. High-Performance Work Systems and Knowledge Sharing\u003c/h2\u003e \u003cp\u003eA high-performance work system refers to a series of practical HRM approaches that aim to optimize work processes and improve overall effectiveness (Heffernan, \u0026amp; Dundon, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). First, the various practices embedded in a high-performance work system are a kind of security and investment for employees, helping improve their impression of the organization and build mutually supportive employee\u0026ndash;organization relationships, which, in turn, further stimulates knowledge sharing among employees (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Second, when experiencing valuable training and development activities, employees become more enthusiastic about acquiring new knowledge and skills, potentially increasing their likelihood of sharing knowledge with coworkers (Colquitt, LePine, \u0026amp; Noe, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2000\u003c/span\u003e). For example, extensive training and encouraging collaboration can increase the ability to acquire knowledge and the chances of employees learning from each other (Chuang, Jackson, \u0026amp; Jiang, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). This greatly increases the likelihood of knowledge sharing.\u003c/p\u003e \u003cp\u003eIn addition, the implementation of high-performance work systems is conducive to creating an environment that enables knowledge sharing (Almadana, Suharnomo, \u0026amp; Perdhana, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Employees may sometimes have concerns about knowledge sharing and fear disclosing proprietary knowledge. High-performance work system management practices may play an important role in this regard; they encourage organizational members to participate, alleviate concerns, and enable joint progress by facilitating employees\u0026rsquo; expression of their opinions by sharing their views, knowledge, and experiences (Carmeli, Gelbard, Reiter, 2013). Specifically, high-performance work systems can effectively guide employees to participate in company management in an orderly manner, enable strategic investments in their long-term development, and facilitate their overall growth and progress (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Moreover, high-performance work systems provide employees with emotional care, which not only motivates them to be more actively engaged in their work but also gives them the psychological motivation to engage in positive behaviors (Zhou \u0026amp; Shen, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). A previous study confirmed that high-performance work systems have a positive effect on employees\u0026rsquo; knowledge sharing (Saleem, Shahab, \u0026amp; Irshad, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eTherefore, a high-performance work system provides employees with support in terms of work resources, which stimulates their enthusiasm for learning and improves their ability to work, while also giving them the opportunity to experience justice and trust. Employees are psychologically motivated to engage in knowledge sharing. Based on this summary, we propose the following hypothesis:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 1\u003c/strong\u003e \u003cp\u003e \u003cem\u003eHigh-performance work systems positively influence knowledge sharing.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2. High-Performance Work Systems and Creative Performance\u003c/h2\u003e \u003cp\u003eCreative performance refers to an employee\u0026rsquo;s ability to generate novel and valuable ideas, products, or methods at work (Amabile, Barsade, Mueller, \u0026amp; Staw, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Employees can improve their creative performance if given more opportunities and resources at work (He, Gu, \u0026amp; Liu, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). High-performance work systems provide employees with many resources to increase their competence and motivation to reach creative performance (Bhatti, Zakariya, Vrontis, Santoro, \u0026amp; Christofi, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Moreover, a good organizational environment is an important prerequisite for generating creative performance (Zhou \u0026amp; Shalley \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). A high-performance work system as a sound management practice is conducive to creating an innovative work climate, thereby enhancing employees\u0026rsquo; creative performance (Hassan \u0026amp; Din, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eSpecifically, the rigorous selection process in high-performance work systems not only represents effective employee screening but also enhances employees\u0026rsquo; sense of identification with the organization and enables them to hold positive attitudes toward their work, which directly enhances employees\u0026rsquo; expertise and creative thinking ability to improve creative performance (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Furthermore, training programs provided by high-performance work systems can help employees acquire new knowledge and skills, broaden their horizons, and enhance their creative thinking and abilities to improve creative performance (Saleem, Shahab, \u0026amp; Irshad, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). When an organization provides employees with quality resources and conditions, they invest more in their work and stimulate their inspiration and creativity, thus achieving higher creative performance (Mai \u0026amp; Ji \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Relatedly, when employees find their work meaningful, they are motivated to work enthusiastically and invest more resources and time in their work to better utilize and enhance their abilities and strengths, which, in turn, enhances their creative performance (Xin \u0026amp; Miao, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eOverall, an effective high-performance work system is likely to make employees feel that their organization is supportive of them, making them more likely to demonstrate innovation and high levels of creativity (Tang, Yu, Cooke, \u0026amp; Chen, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). The implementation of a high-performance work system has a positive impact on employees\u0026rsquo; creative performance (He, Gu, \u0026amp; Liu, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Therefore, we hypothesize that a high-performance work system is a key factor in promoting employees\u0026rsquo; creative performance.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 2\u003c/strong\u003e \u003cp\u003e \u003cem\u003eHigh-performance work systems positively influence creative performance.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3. Knowledge Sharing and Creative Performance\u003c/h2\u003e \u003cp\u003eCreative performance is effective in improving the efficiency and competitiveness of an organization and is therefore critical to its survival and growth (Zhou \u0026amp; Shalley \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). However, creative performance does not come out of thin air; knowledge sharing may drive employees to think more critically and creatively, resulting in new knowledge and ultimately creative performance (Carmeli, Gelbard, Reiter, 2013). Simply put, knowledge exchange and conflicts among employees can stimulate new ideas and thoughts, as in departmental meetings where employees sharing their views and experiences may accidentally generate breakthrough ideas. This demonstrates the importance of knowledge sharing. Not only does it help in the accomplishment of tasks but also creates more possibilities for improving products, services, and work processes (Arshad, Hassan, \u0026amp; Azam, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Specifically, when employees are willing to share the knowledge they have acquired at work with other colleagues, it helps create a good organizational climate and employee relations and helps the organization integrate employees\u0026rsquo; knowledge and capabilities, which improves employees\u0026rsquo; overall strength and creative performance (Yan, Xu, \u0026amp; Lv, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Moreover, knowledge sharing creates opportunities for mutual learning through the interactive communication process among employees in an organization, which strengthens employees\u0026rsquo; ability to generate new ideas and promotes the generation of new knowledge, which, in turn, improves creative performance (Kessel, Kratzer, \u0026amp; Schultz, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2012\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eFurthermore, through knowledge sharing, employees access a wide range of knowledge, thereby broadening their horizons and acquiring more resources and inspiration for creative performance. This is reflected in the fact that knowledge sharing allows employees to tap into the existing knowledge base of the organization, enhancing their ability to come up with creative solutions and develop new products and services (Carmeli, Gelbard, Reiter, 2013). Moreover, knowledge sharing facilitates employees\u0026rsquo; exchange of knowledge and information through cooperation and interaction, which expands their knowledge base and promotes the generation of new ideas, thereby improving creative performance (Ma et al., \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Knowledge sharing is conducive to promoting positive interactions among employees, and employees are able to continuously increase their own knowledge reserves, accumulate experience, and improve their creativity through learning from each other, which, in turn, enhances creative performance (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Knowledge sharing has been shown to provide long-term gains in employee creativity (Carmeli, Gelbard, Reiter, 2013).\u003c/p\u003e \u003cp\u003eWe hypothesize that knowledge sharing in organizations not only increases employees\u0026rsquo; knowledge base and provides intellectual support for high levels of creativity but also stimulates innovative thinking and makes it more likely that creative ideas will be generated through mutually colliding perspectives. Therefore, we propose the following hypothesis:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 3\u003c/strong\u003e \u003cp\u003e \u003cem\u003eKnowledge sharing positively influences creative performance.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e2.4 Mediating Effect of Knowledge Sharing\u003c/h2\u003e \u003cp\u003eKnowledge sharing is a knowledge-focused interactive activity that occurs in an organization, and its process encompasses learning and creation accompanied by the transformation, diffusion, and storage of knowledge (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Knowledge sharing not only increases employees\u0026rsquo; confidence in dealing with complex work situations but also enhances their ability to solve problems optimally (Goh, Jayaraman, Mostafiz, \u0026amp; Leow, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Moreover, knowledge sharing helps employees develop creativity through knowledge transfer, thereby enhancing their creative performance (Riana et al., \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eHowever, despite the widespread recognition of the importance of knowledge sharing, few studies have investigated how high-performance work systems affect creative performance through the pathway of knowledge sharing. First, the collaborative encouragement and extensive education and training included in high-performance work systems improve not only employees\u0026rsquo; personal competence but also the relationships among employees, which directly promotes and stimulates knowledge sharing; high levels of creative performance can be generated through knowledge sharing (Chiang, Hsu, \u0026amp; Shih, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Jyoti and Rani (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) make a similar point that training activities included in high-performance work systems encourage employees to acquire new knowledge and expertise; this helps employees share their knowledge through formal interactions within the organization, enhancing their innovative thinking and skills and improving creative performance. Second, when employees perceive their relationships with the organization as merely economic, they have a lower tendency to engage in knowledge sharing (Kuvaas, Buch, \u0026amp; Dysvik, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), whereas high-performance work systems facilitate a shift in employees\u0026rsquo; subjective impression of the organization. High-performance work systems are often viewed as a sign of organizational support, and when implemented, can create an environment in which employees feel that they are receiving favors from the organization, causing them to reciprocate with knowledge sharing and creative activities (Tang, Yu, Cooke, \u0026amp; Chen, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Hassan and Din (\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) also confirmed that knowledge sharing mediates the relationship between high-performance work systems and employee creativity.\u003c/p\u003e \u003cp\u003eOverall, high-performance work systems encourage collaboration and knowledge sharing, prompting employees to be willing to share new perspectives and ideas and supporting them to take risks in trying new approaches (Xin \u0026amp; Miao, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). This helps employees feel valued and fully utilize their individual abilities at work, thus improving their creative performance (Huang, Yan, Chen., \u0026amp; Xu, 2019). Therefore, a high-performance work system provides a good foundation and environment for knowledge sharing and promotes knowledge exchange and integration. Employees are able to share knowledge freely, and they can be inspired by others\u0026rsquo; insights and experiences to break their own thinking limitations, which may inspire new ideas and solutions and ultimately help reach a high level of creative performance. From the above summary, we make the following assumptions:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 4\u003c/strong\u003e \u003cp\u003e \u003cem\u003eKnowledge sharing positively mediates the relationship between high-performance work systems and creative performance.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e2.5. Moderating Effects of Person\u0026ndash;Organization Fit\u003c/h2\u003e \u003cp\u003ePerson\u0026ndash;organization fit refers to the extent to which an employee\u0026rsquo;s personal values fit with the values and norms of the organization (Mi et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). On the one hand, when person\u0026ndash;organization fit is high, employees are more likely to be attracted to the organization and thus spontaneously engage in behaviors that are beneficial to the organization (Syahputra \u0026amp; Satrya, \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). On the other hand, person\u0026ndash;organization fit can enhance employees\u0026rsquo; confidence in knowledge-sharing interactions (Haider et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Therefore, we emphasize the moderating role of person\u0026ndash;organization fit not only in the relationship between high-performance work systems and creative performance but also between knowledge sharing and creative performance.\u003c/p\u003e \u003cp\u003eFirst, person\u0026ndash;organization fit can lead to the establishment of deep emotional bonds between employees and their organizations (Seong, Yang, \u0026amp; Zhang, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). In contrast, when employees perceive a mismatch between their own values and those of the organization, negative outcomes such as job stress and negative behaviors often occur (Kasekende, Nasiima, \u0026amp; Otengei, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Therefore, when organizations have high-performance work systems, employees with high person\u0026ndash;organization fit are more likely to develop positive perceptions of practices such as training and development, which enhance their motivation and the outcomes of their work, thereby enhancing creative performance (Mostafa \u0026amp; Gould-Williams, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Second, in high-performance work systems, strong cultural management practices convey the organizational culture to employees, and a strong person\u0026ndash;organization fit increases their cultural strength and enhances their knowledge, skills, and competency levels, in turn improving their creative performance (Lee \u0026amp; Bang, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Overall, employees with high person\u0026ndash;organization fit tend to perceive the management practices of high-performance work systems as opportunities, and such participatory decision-making and information-sharing mechanisms make employees feel valued and increase their confidence in their own abilities, which motivates them to put more effort into their work and achieve high levels of creative performance (Seong, Yang, \u0026amp; Zhang, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, we hypothesize that employees\u0026rsquo; person\u0026ndash;organization fit strengthens the relationship between high-performance work systems and creative performance.\u003c/p\u003e \u003cp\u003eIn addition, person\u0026ndash;organization fit can significantly influence employees\u0026rsquo; attitudes, strengthen their willingness to interact and learn in the knowledge-sharing process by closely linking individuals to the organization, motivate them to achieve their creative visions through knowledge sharing, and ultimately achieve a high level of creative performance (Afsar, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Moreover, employees with high person\u0026ndash;organization fit selflessly share their information and skills for the sake of the organization, which further helps employees accumulate and apply useful knowledge more effectively among themselves, promoting creative performance (Wang, Zhao, Wang, \u0026amp; Wang, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Simply put, a strong person\u0026ndash;organization fit can effectively promote the establishment of a trusting relationship in an organization, based on which employees will be more inclined to share the knowledge they possess, and knowledge sharing among organizational members will make it easier to generate new ideas, which can enhance their creativity and ultimately achieve creative performance (Wuryaningrat, Kindangen, Sendouw, \u0026amp; Lumanouw, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). This means that employees with high levels of person\u0026ndash;organization fit show more positive behaviors than those with low levels of person\u0026ndash;organization fit. Therefore, we suggest that person\u0026ndash;organization fit strengthens the relationship between knowledge sharing and creative performance.\u003c/p\u003e \u003cp\u003eFinally, the mediating effect of knowledge sharing is also moderated by person\u0026ndash;organization fit. Specifically, person\u0026ndash;organization fit facilitates the relationship between the organization and employee, and employees with high person\u0026ndash;organization fit are more willing to share their ideas with the organization and colleagues (Sudibjo \u0026amp; Prameswari, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), whereas knowledge sharing makes employees feel more connected to other organizational members and promotes the exchange of useful information and experiences, and learning from others\u0026rsquo; experiences helps distill ideas into better practices, leading to creative performance (Afsar \u0026amp; Badir, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). In contrast, low levels of person\u0026ndash;organization fit often reflect organizations\u0026rsquo; difficulties in providing constructive and supportive feedback. In the absence of support and incentives, employees may lose the motivation to do better, resulting in a weaker willingness to share knowledge; thus, creative performance may be hindered (Seong, Yang, \u0026amp; Zhang, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, we hypothesize that through the positive effects of person\u0026ndash;organization fit, employees are not only able to actively engage in innovation in high-performance work systems but also contribute to an increased level of knowledge sharing, further strengthening creative performance. In addition, the mediating role of knowledge sharing between high-performance work systems and creative performance is moderated by person\u0026ndash;organization fit. From the above summary, we formulate the following hypotheses:\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 5\u003c/strong\u003e \u003cp\u003e \u003cem\u003ePerson\u0026ndash;organization fit moderates the relationship between high-performance work systems and creative performance.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 6\u003c/strong\u003e \u003cp\u003e \u003cem\u003ePerson\u0026ndash;organization fit moderates the relationship between knowledge sharing and creative performance.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 7\u003c/strong\u003e \u003cp\u003e \u003cem\u003eThe mediating influence of knowledge sharing in the relationship between high-performance work systems and creative performance is moderated by person\u0026ndash;organization fit.\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"3. Materials and Methods","content":"\u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003e3.1. Sample Characteristics\u003c/h2\u003e \u003cp\u003eWe surveyed individuals working in Chinese SMEs using an online questionnaire. A total of 310 data samples were collected and used for empirical analysis. The participants included 166 (53.5%) men and 144 (46.5%) women.\u003c/p\u003e \u003cp\u003eRegarding age, 112 (36.1%) were 20 to 30 years old, 94 (30.3%) were 31 to 40 years old, 65 (21%) were 41 to 50 years old, 38 (12.3%) were 51 to 60 years old, and one (0.3%) was 60 years old or above.\u003c/p\u003e \u003cp\u003eRegarding education, 154 (49.7%) were junior college graduates or below, 108 (34.8%) were university graduates, 34 (11%) held a master\u0026rsquo;s degree, and 14 (4.5%) held a doctoral degree.\u003c/p\u003e \u003cp\u003eRegarding service years, 30 (9.7%) participants had worked for one year or less, 62 (20%) for one to three years, 40 (12.9%) for three to five years, 24 (7.7%) for five to seven years, and 154 (49.7%) for seven years or more.\u003c/p\u003e \u003cp\u003eRegarding enterprise type, 29 (9.3%) worked in construction, 57 (18.4%) in services, 16 (5.2%) in finance, 21 (6.8%) in education, six (1.9%) in the medical industry, eight (2.6%) in information technology, and 173 (55.8%) in other fields.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e3.2. Measurement\u003c/h2\u003e \u003cp\u003eA high-performance work system is a set of complementary HRM practices designed to positively affect organizational performance by improving the competencies of organizational members (Huselid, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e1995\u003c/span\u003e). To measure high-performance work systems, we used a 12-item tool from Lawler, Chen, Wu, Bae, and Bai (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Sample items include \u0026ldquo;To improve interpersonal skills, the company will provide training opportunities\u0026rdquo; and \u0026ldquo;The company encourages me to work hard.\u0026rdquo;\u003c/p\u003e \u003cp\u003eKnowledge sharing refers to the transfer and sharing of acquired knowledge (Jyoti \u0026amp; Rani, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). To measure participants\u0026rsquo; knowledge sharing, we used the five-item measurement scale from Bock and Kim (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). Sample items include \u0026ldquo;I will share my knowledge with more organizational members\u0026rdquo; and \u0026ldquo;I will always provide my knowledge at the request of other organizational members.\u0026rdquo;\u003c/p\u003e \u003cp\u003ePerson\u0026ndash;organization fit refers to the degree of fit between employees and organizations (Judge \u0026amp; Bretz, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e1992\u003c/span\u003e). To measure participants\u0026rsquo; person\u0026ndash;organization fit, we used the nine-item tool from Cable and DeRue (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). Sample items include \u0026ldquo;My personal values match those of the company\u0026rdquo; and \u0026ldquo;I am a good fit with the company\u0026rsquo;s organizational culture.\u0026rdquo;\u003c/p\u003e \u003cp\u003eCreative performance refers to the generation of novel and useful creative changes in work processes, business problems, and final products produced by employees (Zhou \u0026amp; Shalley \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). To measure participants\u0026rsquo; creative performance, we used the 13-item tool from Zhou and George (\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). Sample items include \u0026ldquo;Suggests new ways to achieve goals or objectives\u0026rdquo; and \u0026ldquo;Comes up with new and practical ideas to improve performance.\u0026rdquo;\u003c/p\u003e \u003cp\u003eAll items were measured on a 7-point Likert scale, with responses ranging from 1 (strongly disagree) to 7 (strongly agree). The higher the score, the stronger the intent. The research model is shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"4. Results","content":"\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e4.1. Confirmatory Factor Analysis\u003c/h2\u003e \u003cp\u003eThe confirmatory factor analysis of Model 1 (four-factor model) showed that the scale had a good fit and adequate construct validity. Next, we tested convergent validity; the results are discussed below.\u003c/p\u003e \u003cp\u003eThe standardized regression weights of high-performance work systems ranged from .709 to .882, knowledge sharing from .878 to .913, person\u0026ndash;organization fit from .866 to .907, and creative performance from .847 to .922. Furthermore, the average variance extracted for high performance work systems was .637, knowledge sharing was .804, person\u0026ndash;organization fit was .794, and creative performance was .789; all values exceeded .5. The composite reliability of high-performance work systems was .929, knowledge sharing was .934, person organization fit was .961, and creative performance was .972; all values exceeded .7. A measurement is considered to have significant validity if the variables\u0026rsquo; average variance extracted exceeds .5 and the composite reliability exceeds .7 (Jin \u0026amp; Hahm, 2021).\u003c/p\u003e \u003cp\u003eFurthermore, we examined three types of model fit indices: absolute fit index, incremental fit index, and parsimonious adjusted index. First, the absolute fit index was X2(p)\u0026thinsp;=\u0026thinsp;2529.9(.000); X2/df\u0026thinsp;=\u0026thinsp;3.76; and root mean square error of approximation (RMSEA) = .095. The RMSEA is indeed a \u0026ldquo;badness of fit\u0026rdquo; index, with values close to 0 indicating almost perfect fit and greater values indicating worse fit. For the RMSEA, values less than .05 reflect a minor approximation error, values between .05 and .08 reflect an acceptable error of approximation, and those greater than .10 constitute poor model fit (Browne \u0026amp; Cudeck, 1992). Second, the incremental fit index was .902 and the comparative fit index was .902. Third, the parsimony-corrected indices were parsimony goodness-of-fit index = .614 and parsimony normed fit index = .790.\u003c/p\u003e \u003cp\u003eBased on these results, the confirmatory factor analysis indicated that the measures satisfied the requirements for acceptability (Jin \u0026amp; Hahm, 2021). Therefore, the structural equation model was found to be significant. Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e presents the results of the convergent validity tests. For reliability analysis, when the Cronbach\u0026rsquo;s alpha coefficient base exceeds .7, reliability is guaranteed. The results of the reliability analysis for each variable were as follows: high performance work systems (.964), knowledge sharing (.960), person\u0026ndash;organization fit (.979), and creative performance (.984). All values exceeded .7, verifying confidence in each variable. Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e presents the results.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe result of confirmatory factor analysis\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"10\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eVariables\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eeffect\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eS.E.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eC.R.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eStandardized\u003c/p\u003e \u003cp\u003eRegression\u003c/p\u003e \u003cp\u003eWeights\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\"\u003e \u003cp\u003eCronbach's\u003c/p\u003e \u003cp\u003ealpha\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"11\" rowspan=\"12\"\u003e \u003cp\u003eHigh-Performance Work System\u003c/p\u003e \u003cp\u003e(A)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.794\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\" morerows=\"11\" rowspan=\"12\"\u003e \u003cp\u003e.637\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\" morerows=\"11\" rowspan=\"12\"\u003e \u003cp\u003e.929\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\" morerows=\"11\" rowspan=\"12\"\u003e \u003cp\u003e.964\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.898\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.05\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e18.093\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.76\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.9\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.053\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e16.849\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.731\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.033\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.041\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e25.347\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.882\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.051\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.048\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e21.946\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.834\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.001\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.048\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e20.949\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.817\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.084\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.053\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e20.371\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.806\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.791\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.05\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e15.834\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.709\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA9\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.913\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.045\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e20.3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.805\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.141\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.049\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e23.218\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.853\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA11\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.093\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.06\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e18.16\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.762\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA12\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.139\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.055\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e20.563\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.81\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003eknowledge sharing\u003c/p\u003e \u003cp\u003e(B)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eB1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.887\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003e.804\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003e.934\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003e.960\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eB2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.06\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.036\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e29.723\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.878\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eB3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.122\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.732\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.913\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eB4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.09\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.038\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.592\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.911\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eB5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.111\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.041\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e27.079\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.896\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"8\" rowspan=\"9\"\u003e \u003cp\u003ePerson-Organization Fit\u003c/p\u003e \u003cp\u003e(C)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.866\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\" morerows=\"8\" rowspan=\"9\"\u003e \u003cp\u003e.794\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\" morerows=\"8\" rowspan=\"9\"\u003e \u003cp\u003e.961\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\" morerows=\"8\" rowspan=\"9\"\u003e \u003cp\u003e.979\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.032\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.028\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e36.451\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.887\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.005\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.032\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e31.347\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.899\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.017\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.038\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e26.731\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.892\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.051\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.037\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.523\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.886\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.132\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.04\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.157\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.906\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.087\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.041\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e26.708\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.888\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.118\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.516\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.907\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eC9\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.095\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.041\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e27.022\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.892\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"12\" rowspan=\"13\"\u003e \u003cp\u003eCreative Performance\u003c/p\u003e \u003cp\u003e(D)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.898\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\" morerows=\"12\" rowspan=\"13\"\u003e \u003cp\u003e.789\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\" morerows=\"12\" rowspan=\"13\"\u003e \u003cp\u003e.972\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\" morerows=\"12\" rowspan=\"13\"\u003e \u003cp\u003e.984\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.037\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.036\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.938\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.887\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.031\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.025\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e42.086\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.9\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.03\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.031\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e33.449\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.9\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.106\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.036\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e31.016\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.922\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.086\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e27.944\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.895\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.073\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e27.459\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.89\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.074\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.038\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e28.101\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.896\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD9\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.008\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.038\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e26.222\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.877\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.016\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.04\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e25.402\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.867\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD11\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.004\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.042\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e23.838\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.847\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD12\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.035\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e26.626\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.881\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eD13\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.051\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.039\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e27.219\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.888\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eModel Fit Index\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"7\" nameend=\"c9\" namest=\"c3\"\u003e \u003cp\u003e\u003cem\u003eX\u0026sup2;\u003c/em\u003e(\u003cem\u003ep\u003c/em\u003e)\u0026thinsp;=\u0026thinsp;2529.9(.000), \u003cem\u003eX\u0026sup2;\u003c/em\u003e/df\u0026thinsp;=\u0026thinsp;3.76, RMSEA=.095, IFI=.902, CFI=.902, PGFI=.614, PNFI=.790\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e4.2. Descriptive Statistics and Correlation Analysis\u003c/h2\u003e \u003cp\u003eDescriptive statistical analyses included means and standard deviations (SDs). The mean values for high-performance work systems, knowledge sharing, person\u0026ndash;organization fit, and creative performance were 5.604, 5.705, 5.610, and 5.651, respectively. The SDs for high-performance work systems, knowledge sharing, person\u0026ndash;organization fit, and creative performance were 1.172, 1.177, 1.210, and 1.166, respectively. The results of the correlation analysis showed that a high-performance work system was associated with knowledge sharing (\u003cem\u003er\u003c/em\u003e = .807, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001), and that person\u0026ndash;organization fit (\u003cem\u003er\u003c/em\u003e = .855, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) and creative performance (\u003cem\u003er\u003c/em\u003e = .830, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) were positively correlated. Additionally, knowledge sharing was positively correlated with person\u0026ndash;organization fit (\u003cem\u003er\u003c/em\u003e = .778, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) and creative performance (\u003cem\u003er\u003c/em\u003e = .748, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). There was also a positive correlation between person\u0026ndash;organization fit and creative performance (\u003cem\u003er\u003c/em\u003e = .834, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows the results of the descriptive statistics and correlation analyses.\u003c/p\u003e \u003cp\u003eTo verify possible problems with multicollinearity, a linear regression analysis was performed using SPSS version 26 (IBM Corp., Armonk, NY, USA). The results showed that the values of the variance inflation factor for high-performance work systems, knowledge sharing, and person\u0026ndash;organization fit were 4.580, 3.120, and 4.050, respectively. Furthermore, when knowledge sharing was used as a mediating variable, the variance inflation factor value was 2.862. As these were all less than 5, no serious multicollinearity problem was indicated.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe result of descriptive statistics and correlation analysis\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eHigh-Performance Work System\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMean\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eS.D\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eHigh-Performance Work System\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eKnowledge Sharing\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003ePerson-Organization Fit\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eCreative Performance\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5.604\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.172\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003e-\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eKnowledge Sharing\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5.705\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.177\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.807\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e-\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003ePerson-Organization Fit\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5.610\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.210\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.855\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.778\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e-\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eCreative Performance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e5.651\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e1.166\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.830\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.748\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e.834\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e-\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"7\"\u003e***: \u003cem\u003ep\u003c/em\u003e\u0026lt;.001, **: \u003cem\u003ep\u003c/em\u003e\u0026lt;.01, *: \u003cem\u003ep\u003c/em\u003e\u0026lt;.05\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec14\" class=\"Section2\"\u003e \u003ch2\u003e4.3. Hypotheses Tests\u003c/h2\u003e \u003cp\u003eSPSS Process Model 4 was used to analyze the mediating effect of knowledge sharing. The results showed that high-performance work systems had a positive impact on perceptions of knowledge sharing (estimate = .810, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) and creative performance (estimate = .646, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Additionally, the perception of knowledge sharing had a significant impact on creative performance (estimate = .222, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Therefore, Hypotheses 1, 2, and 3 were supported.\u003c/p\u003e \u003cp\u003e \u003cstrong\u003eHypothesis 4\u003c/strong\u003e \u003cp\u003eproposed that knowledge sharing mediates the relationship between high-performance work systems and creative performance. The indirect effect was .415. The bootstrapped confidence intervals (CIs) were bootstrapping (boot) lower limit CI (LLCI) = .215 and boot upper limit CI (ULCI) = .594, as 0 was not included between boot LLCI and boot ULCI. These results indicate that the mediating effect of knowledge sharing was significant. Thus, Hypothesis \u003cspan refid=\"FPar4\" class=\"InternalRef\"\u003e4\u003c/span\u003e was supported. Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e presents the results of the hypotheses tests.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe results of Process Model 4\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"9\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e \u003cp\u003ePath\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eEstimate\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eS.E.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eLLCI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003eULCI\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHigh-Performance Work System\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026rarr;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eKnowledge Sharing\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.810\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.033\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e23.947\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.7439\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e.8770\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHigh-Performance Work System\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026rarr;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCreative Performance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.646\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.052\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e12.409\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.5437\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e.7486\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eKnowledge\u003c/p\u003e \u003cp\u003eSharing\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026rarr;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCreative Performance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.222\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.051\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e4.286\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.1202\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e.3241\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"9\" nameend=\"c9\" namest=\"c1\"\u003e \u003cp\u003eIndirect effect(s) of X on Y\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e \u003cp\u003eIndirect Effect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eEffect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eBoot SE\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003eBoot LLCI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c9\" namest=\"c8\"\u003e \u003cp\u003eBoot ULCI\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e \u003cp\u003eHigh-Performance Work System \u0026rarr; Knowledge Sharing \u0026rarr; Creative Performance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.180\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.074\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003e.014\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c9\" namest=\"c8\"\u003e \u003cp\u003e.303\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec15\" class=\"Section2\"\u003e \u003ch2\u003e4.4. Descriptive Moderating Role of Person\u0026ndash;Organization Fit\u003c/h2\u003e \u003cp\u003eWe tested the moderating role of person\u0026ndash;organization fit in the relationship between high-performance work systems and creative performance and in the relationship between knowledge sharing and creative performance. A multiple regression analysis was conducted using SPSS 26.0 (IBM Corp., Armonk, NY, USA) to verify the hypotheses. Tables\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e and \u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e present the results for Hypotheses 5 and 6, respectively. The results showed that person\u0026ndash;organization fit positively moderated the effect of high-performance work systems on creative performance (\u003cem\u003e\u0026szlig;\u003c/em\u003e = .121, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Additionally, person\u0026ndash;organization fit positively moderated the effect of knowledge sharing on creative performance (\u003cem\u003e\u0026szlig;\u003c/em\u003e = .131, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Therefore, Hypotheses 5 and 6 were supported.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe result of Moderation\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"10\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"10\" nameend=\"c10\" namest=\"c1\"\u003e \u003cp\u003eDependent Variable: Creative Performance\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003eModel 1\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003eModel 2\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003eModel 3\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHigh-Performance\u003c/p\u003e \u003cp\u003eWork System\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e.830\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e26.117\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e1.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.435\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e7.848\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e3.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.471\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e8.564\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e3.832\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003ePerson-Organization\u003c/p\u003e \u003cp\u003eFit\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.462\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e8.347\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e3.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.482\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e8.853\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e3.749\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eA*B\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.121\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e3.825\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e1.257\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e(Adj-\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003e0.689(0.688)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e0.746(0.745)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e0.758(0.756)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e⊿\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e(Adj-\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e0.057(0.057)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e0.012(0.011)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eF\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003e682.079\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e451.921\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e319.532\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"10\"\u003e***: \u003cem\u003ep\u003c/em\u003e\u0026lt;.001, **: \u003cem\u003ep\u003c/em\u003e\u0026lt;.01, *: \u003cem\u003ep\u003c/em\u003e\u0026lt;.05\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe result of Moderation\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"10\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"10\" nameend=\"c10\" namest=\"c1\"\u003e \u003cp\u003eDependent Variable: Creative Performance\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003eModel 1\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003eModel 2\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003eModel 3\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e\u003cem\u003eβ\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e\u003cem\u003et\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eKnowledge Sharing\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e.748\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e19.768\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e1.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.251\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e5.229\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e2.531\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.302\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e6.214\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e2.721\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003ePerson-Organization\u003c/p\u003e \u003cp\u003eFit\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.639\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e13.308\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e2.531\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.647\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e13.792\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e2.536\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eA*B\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e.131\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e3.975\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e1.245\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e(Adj-\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003e0.559(0.558)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e0.720(0.719)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e0.734(0.732)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e⊿\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e(Adj-\u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e0.161(0.161)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e0.014(0.013)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eF\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003e390.792\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e \u003cp\u003e395.672\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c10\" namest=\"c8\"\u003e \u003cp\u003e281.770\u003csup\u003e***\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"10\"\u003e***: p\u0026lt;.001, **: p\u0026lt;.01, *: p\u0026lt;.05\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eFigure \u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e illustrates the moderating role of person\u0026ndash;organization fit. As shown in the figure, when subordinates\u0026rsquo; endorsement of person\u0026ndash;organization fit increases, high-performance work systems lead to a higher perception of creative performance among organizational members. In contrast, when subordinates\u0026rsquo; endorsement of person\u0026ndash;organization fit is lower, high-performance work systems lead to lower creative performance among organization members.\u003c/p\u003e \u003cp\u003eFigure \u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e illustrates the moderating role of person\u0026ndash;organization fit. As shown in the figure, when subordinates\u0026rsquo; endorsement of person\u0026ndash;organization fit increases, knowledge sharing leads to a higher perception of creative performance among organizational members. In contrast, when subordinates\u0026rsquo; endorsement of person\u0026ndash;organization fit is lower, knowledge sharing results in lower creative performance among organization members.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003ch2\u003e4.5. Moderated Mediation Effect of Person-Organization Fit\u003c/h2\u003e \u003cp\u003eFinally, we tested whether person\u0026ndash;organization fit moderates the mediating influence of knowledge sharing in the relationship between high-performance work systems and creative performance. The moderated mediation model was employed using SPSS PROCESS Macro 3.4.1 Model 14, and was tested using a 95% CI and 5,000 bootstrapping re-samples. When the significance of the mediating effect was established, the conditional indirect effect was evaluated to verify whether the mediating effect depended on the moderating variable. Thus, the conditional indirect effect of person\u0026ndash;organization fit and creative performance was evaluated by analyzing the index of the moderated relationship at three different moderator levels: -1 SD, mean, and +\u0026thinsp;1 SD. Regarding the \u0026minus;\u0026thinsp;1 SD level, the conditional indirect effect was .0697, boot standard error (SE) = .0866, boot LLCI\u0026thinsp;=\u0026thinsp;\u0026minus;\u0026thinsp;.1248, and boot ULCI = .2108. Regarding the mean level, the conditional indirect effect was .1356, boot SE = .0768, boot LLCI\u0026thinsp;=\u0026thinsp;\u0026minus;\u0026thinsp;.0274, and boot ULCI = .2722. In terms of the +\u0026thinsp;1 SD level, the conditional indirect effect was .2014, boot SE = .0910, boot LLCI = .0282, and boot ULCI = .3841. The results showed that 0 was included between boot LLCI and boot ULCI at the level of -1 SD and mean. However, 0 was not included between boot LLCI and boot ULCI at the level of +\u0026thinsp;1 SD CI. Furthermore, the moderated mediation index was .0544, boot SE = .0369, boot LLCI = .0013, and boot ULCI = .1388. Although there was no inclusion of 0 between boot LLCI and boot ULCI, the moderated mediation effect was insignificant at the \u0026minus;\u0026thinsp;1 SD and mean levels. Therefore, Hypothesis \u003cspan refid=\"FPar7\" class=\"InternalRef\"\u003e7\u003c/span\u003e was rejected. Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e presents the moderated mediation effect of person\u0026ndash;organization fit.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eThe moderated mediation effect of person-organization fit\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"6\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"6\" nameend=\"c6\" namest=\"c1\"\u003e \u003cp\u003eDependent Variable: Creative Performance\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eModerator\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eLevel\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eConditional\u003c/p\u003e \u003cp\u003eIndirect Effect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eBoot SE\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eBoot LLCI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003eBoot ULCI\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e \u003cp\u003ePerson-Organization Fit\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026minus;1 SD\u003c/p\u003e \u003cp\u003e(\u0026minus;\u0026thinsp;1.2102)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.0697\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.0866\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e\u0026minus;\u0026thinsp;.1248\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e.2108\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eM\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.1356\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.0768\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e\u0026minus;\u0026thinsp;.0274\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e.2722\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e+\u0026thinsp;1 SD\u003c/p\u003e \u003cp\u003e(1.2102)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e.2014\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.0910\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.0282\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e.3841\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"6\" nameend=\"c6\" namest=\"c1\"\u003e \u003cp\u003eIndex of moderated mediation\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eIndex\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eBoot SE\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eBoot LLCI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003eBoot ULCI\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e.0544\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e.0369\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e.0013\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e.1388\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"5. Discussion","content":"\u003cp\u003eIn this study, we explored the mechanisms that trigger creative performance among employees in Chinese SMEs. Based on social exchange theory, we identified the role of knowledge sharing and explored the relationship between high-performance work systems, knowledge sharing, and creative performance. The findings suggest that high-performance work systems promote a good social exchange relationship between the organization and its employees, enhance the level of knowledge sharing by providing resource support and an interactive platform, and motivate employees to reward the organization through a higher level of creative performance. In addition, we identified the moderating role of person\u0026ndash;organization fit, which moderates the relationship between high-performance work systems and creative performance, as well as the relationship between knowledge sharing and creative performance. We not only explored the process of triggering creative performance from the perspective of high-performance work systems but also how to achieve a high level of creative performance by emphasizing the roles of knowledge sharing and person\u0026ndash;organization fit, which enriches the model of guiding employees\u0026rsquo; creative performance and makes a valuable contribution to in-depth research on creative performance. This study has the following theoretical and practical significance.\u003c/p\u003e \u003cdiv id=\"Sec18\" class=\"Section2\"\u003e \u003ch2\u003e5.1. Theoretical Implications\u003c/h2\u003e \u003cp\u003eFirst, the effects of a high-performance work system on knowledge sharing and creative performance were investigated. The results show that high-performance work systems have a positive effect on knowledge sharing and creative performance. High-performance work systems can cultivate and maintain enterprises\u0026rsquo;competitive advantage, ultimately enhancing their performance (Zhu \u0026amp; Chen, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). While SMEs are always at a disadvantage when competing in the market, high-quality HRM practices can not only show the way for SMEs with limited resources but also significantly enhance their competitiveness. Specifically, practices included in high-performance work systems can help build relationships by increasing interactions among employees and creating a common language (Kuvaas, Buch, \u0026amp; Dysvik, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). This significantly increases the likelihood of knowledge sharing. Second, high-performance work systems, such as extensive training and encouragement of participation, often motivate employees to use their own ideas. These approaches tend to be appropriate for employees, who are able to work more efficiently, thus enhancing creative performance (He, Gu, \u0026amp; Liu, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Therefore, high-performance work systems not only provide a platform for employees to interact and strengthen their connections with each other but also provide resource support to make it easier for employees to generate and implement creative ideas, thus achieving high levels of creative performance.\u003c/p\u003e \u003cp\u003eWe confirmed a strong association between knowledge sharing and creative performance. These findings suggest that knowledge sharing has a significantly positive effect on creative performance. Today\u0026rsquo;s organizations face intense competitive dynamics; therefore, the need for creativity is growing rapidly, and survival and growth greatly depend on the level of creativity (Hassan \u0026amp; Din, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Knowledge sharing helps employees accumulate and utilize useful knowledge effectively, which further enhances their creativity and helps them achieve creative performance (Wang, Zhao, Wang, \u0026amp; Wang, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, knowledge sharing not only enhances mutual learning among employees and reduces the occurrence of erroneous practices but also helps employees effectively utilize knowledge and improve their knowledge base, thus achieving creative performance.\u003c/p\u003e \u003cp\u003eThird, we validated the mediating role of knowledge sharing in the relationship between high-performance work systems and creative performance. These findings suggest that high-performance work systems positively influence creative performance through knowledge sharing. Knowledge sharing in an organization facilitates communication among employees by allowing them to share ideas, perspectives, and expertise, which, in turn, promotes mutual learning and enhances job competence (Zamiri \u0026amp; Esmaeili, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). This suggests that knowledge sharing helps break down barriers such as miscommunication and knowledge segregation, enabling employees to draw from a wider pool of knowledge resources, stimulating innovative thinking and improving creative performance. Moreover, high-performance work systems motivate employees to exchange work-related information with coworkers, thus facilitating knowledge sharing, making it easier to generate new and useful ideas and improve employees\u0026rsquo; creative performance (Chiang, Hsu, \u0026amp; Shih, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Specifically, in a high-performance work system, employees are likely to have access to a high level of knowledge and experience, which promotes information flow and integration, accelerates personal growth and competence, and enhances problem-solving abilities, thus laying the foundation for creative performance.\u003c/p\u003e \u003cp\u003eFinally, we verified the role of person\u0026ndash;organization fit in moderating the relationship between high-performance work systems and creative performance, and between knowledge sharing and creative performance. The findings indicate that person\u0026ndash;organization fit has a significant positive moderating effect in both the abovementioned relationships. Person\u0026ndash;organization fit helps stimulate employee creativity by prompting them to generate new ideas and seek new opportunities, which triggers positive performance (Sudibjo \u0026amp; Prameswari, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). When organizations provide both resource-rich support and promote an atmosphere of fairness, employees with high person\u0026ndash;organization fit are more likely to be motivated to achieve higher levels of creative performance by receiving fair compensation and organizational recognition of their skills and abilities (Saether, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Moreover, employees with high person\u0026ndash;organization fit closely connect their knowledge, skills, and abilities with the needs and goals of the organization, which is more likely to stimulate their psychological motivation to engage in knowledge sharing, increase their motivation and ability to work, and achieve high levels of creative performance (Afsar \u0026amp; Badir, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Therefore, when employees are highly matched with their organizations, they can more clearly understand the goals and expectations of the organization and, thus, more accurately invest their knowledge, skills, and abilities in the tasks required by the high-performance work system. Second, person\u0026ndash;organization fit enhances employees\u0026rsquo; sense of identity and belonging to the organization, and employees are more willing to invest extra effort and actively participate in teamwork and knowledge sharing. It promotes creative exchange and collision, and creates favorable conditions for creative performance. Therefore, person\u0026ndash;organization fit strengthens the effect of high-performance work systems on creative performance and also has a significant moderating effect on knowledge sharing and creative performance. Furthermore, regarding the moderated mediator, although there was no inclusion of 0 between boot LLCI and boot ULCI, the moderated mediation effect was insignificant at the level of -1 SD and mean. Therefore, this hypothesis was not valid.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec19\" class=\"Section2\"\u003e \u003ch2\u003e5.2. Practical Implications\u003c/h2\u003e \u003cp\u003eBased on our findings, in addition to the aforementioned theoretical contributions, we propose the following practical implications. There is a need to view HRM practices and knowledge sharing as interdependent activities rather than isolated events (Kuvaas, Buch, \u0026amp; Dysvik, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). A high-performance work system responds to an organization\u0026rsquo;s supportive attitudes and behaviors toward employees, such as adequate availability of resources and timely resolution of problems. This creates a positive and open organizational climate and lowers barriers to knowledge sharing. Moreover, high-performance work systems provide employees with the work resources they need, such as work autonomy, work participation, and organizational support, facilitating their competence and achievement of work tasks (Zhang, Hu, \u0026amp; Su, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, leaders must focus on the role of high-performance work systems by recruiting employees with the right skills and potential through sound selection and talent development programs and providing them with ongoing training and development opportunities. Additionally, they must pay attention to their employees\u0026rsquo; needs and feedback. Understanding the problems and difficulties encountered by employees in the organizational process and providing timely support and assistance is essential. All these positive measures are conducive to helping the organization develop in a good direction by improving employees\u0026rsquo; ability to work and their motivation, thus prompting them to be more proactive in contributing their personal strengths to the success and development of the organization.\u003c/p\u003e \u003cp\u003eCompanies that are able to manage knowledge sharing effectively can expect to see their employees perform better at work (Goh, Jayaraman, Mostafiz, \u0026amp; Leow, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Knowledge sharing provides employees with access to new knowledge and information, resulting in a significant impact on individual innovativeness (Cao, \u0026amp; Xiang, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Therefore, knowledge sharing enables employees to access a more comprehensive range of knowledge and experience, enhancing the innovation and problem-solving efficiency of the organization as a whole. However, employees may also worry about their knowledge being acquired by others without compensation and affecting their own competitive advantage; thus, it is necessary for managers to take appropriate measures to eliminate employees\u0026rsquo; concerns regarding knowledge sharing.\u003c/p\u003e \u003cp\u003eFirst, leaders should take the lead in sharing their own knowledge and experience. Second, the development of an organizational culture should be strengthened by creating an organizational atmosphere that encourages knowledge sharing. Employees should be allowed to realize the importance and value of knowledge sharing and their concerns should be eliminated. Finally, the relationships among organizational members should be strengthened to promote trust and cooperation among employees and smooth knowledge sharing. Third, employees, as the important human and intellectual capital of an enterprise, are the key driving force for its success (Wang, Du, Ran, \u0026amp; Yu, \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, in the process of pursuing profits, enterprises also need to pay attention to the role of employees, adhere to the concept of people-centeredness and humane management measures, and provide appropriate organizational support to employees (Wang, Zhu, \u0026amp; Jin, \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). This can help establish person\u0026ndash;organization fit. A high level of person\u0026ndash;organization fit can motivate employees to show a high level of creativity, verified by Sara\u0026ccedil;, Efil, and Eryilmaz (\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Therefore, leaders need to pay attention to the match between employees and the organization, which can be achieved in the recruitment process by clarifying the needs and cultural characteristics of the organization and screening candidates with a good fit with the organization. Employees should be involved in work-related decision-making processes to enhance their motivation and sense of responsibility. Moreover, it is necessary to establish good communication channels and appropriate employee care to enhance their sense of belonging and loyalty to the organization. Through these measures, leaders can promote employees\u0026rsquo; person\u0026ndash;organization fit and thus contribute to the development of the organization.\u003c/p\u003e \u003cp\u003eFourth, organizations value employees who bring creativity and problem-solving skills to their work activities (Saleem, Shahab, \u0026amp; Irshad, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). With regard to business development, creative performance can drive innovation in products and services, help organizations develop new markets, and improve competitiveness. Moreover, employees can improve their work ability and sense of achievement by demonstrating creativity, which is also expected to lead to the long-term development of the enterprise. Therefore, leaders can improve the level of creative performance by setting goals for creative performance, making creative activities a job requirement, and developing a culture that supports creative activities, which can clarify job expectations and improve creative performance (Zhou \u0026amp; Shalley \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). Furthermore, leaders can increase employee motivation through appropriate empowerment and other behaviors that enable employees to satisfy their need for autonomy, as well as increase employee creative performance through increased training and appropriate job placement (Zhang, Zhang, \u0026amp; Tian, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). All these measures help improve employees\u0026rsquo; creative performance.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec20\" class=\"Section2\"\u003e \u003ch2\u003e5.3. Limitations and Future Research\u003c/h2\u003e \u003cp\u003eAlthough we confirmed the relationship between high-performance work systems and creative performance, this has some limitations, which are detailed below. Finally, we suggest directions for future research.\u003c/p\u003e \u003cp\u003eFirst, the study population was limited to organizational members of Chinese SMEs. Future research should compare SME employees across different cultural contexts. Such a comparative study would deepen our understanding of the relationship between high-performance work systems and creative performance.\u003c/p\u003e \u003cp\u003eSecond, we chose person\u0026ndash;organization fit as a moderating variable. The interactions between a high-performance work system and person\u0026ndash;organization fit and between knowledge sharing and person\u0026ndash;organization fit were examined to determine how the interaction effects affect creative performance. In future studies, we will consider adding person\u0026ndash;organization fit as a moderating variable between high performance and knowledge sharing while testing its moderating effect. Thus, the moderating effect of person\u0026ndash;organization fit will be studied in depth, and the research field of person\u0026ndash;organization fit will expand.\u003c/p\u003e \u003cp\u003eThird, we used a self-report survey method, which may have led to the emergence of common method bias. To improve accuracy and credibility, future studies may consider adopting a split method in which leaders report on issues related to their employees, and employees report on issues related to their leaders. Moreover, the data were collected at different time points to avoid bias caused by simultaneous measurements.\u003c/p\u003e \u003cp\u003eFinally, this was a cross-sectional study with measurements taken at only one time point. In future studies, we plan to use a longitudinal design by taking measurements at multiple time points to gain a more comprehensive understanding of the impact of high-performance work systems on creative performance over time.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eFunding:\u003c/strong\u003e This study received no external funding.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement:\u003c/strong\u003e The datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflicts of Interest:\u003c/strong\u003e The authors declare no conflict of interest.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor Contributions:\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003eData curation； Jiaxing du; Lingfeng, Zhu. Methodology; Xiu Jin, Writing \u0026ndash; original draft; Jiaxing Du; Lingfeng, Zhu. Conceptualization; Xiu Jin, Writing \u0026ndash; review \u0026amp; editing: Xiu Jin. Conceptualization; Jiaxing du; Lingfeng, Zhu, Formal analysis Jiaxing du; Lingfeng, Zhu; Xiu Jin, Writing \u0026ndash; review \u0026amp; editing; Xiu Jin.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eAfsar B (2016) The impact of person-organization fit on innovative work behavior: the mediating effect of knowledge sharing behavior. Int J health care Qual Assur 29(2):104\u0026ndash;122. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1108/ijhcqa-01-2015-0017\u003c/span\u003e\u003cspan address=\"10.1108/ijhcqa-01-2015-0017\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eAfsar B, Badir Y (2015) The impacts of person-organisation fit and perceived organisational support on innovative work behaviour: The mediating effects of knowledge sharing behaviour. Int J Inform Syst Change Manag 7(4):263\u0026ndash;285. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1504/ijiscm.2015.075632\u003c/span\u003e\u003cspan address=\"10.1504/ijiscm.2015.075632\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eAlmadana AV, Suharnomo S, Perdhana MS (2022) Can generational differences and feeling trusted improve knowledge-sharing behavior? Consequences of high-performance work systems. J Workplace Learn 34(2):200\u0026ndash;214. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/JWL-05-2021-0058\u003c/span\u003e\u003cspan address=\"10.1108/JWL-05-2021-0058\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eAmabile TM, Barsade SG, Mueller JS, Staw BM (2005) Affect and creativity at work. Adm Sci Q 50(3):367\u0026ndash;403. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.2189/asqu.2005.50.3.367\u003c/span\u003e\u003cspan address=\"10.2189/asqu.2005.50.3.367\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eArshad B, Hassan H, Azam A (2024) The impact of employees\u0026rsquo; experience of high-performance work systems on innovative behavior in professional service firms. Front Psychol 14:1324474. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.3389/fpsyg.2023.1324474\u003c/span\u003e\u003cspan address=\"10.3389/fpsyg.2023.1324474\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eBhatti SH, Zakariya R, Vrontis D, Santoro G, Christofi M (2021) High-performance work systems, innovation and knowledge sharing: An empirical analysis in the context of project-based organizations. Empl Relations: Int J 43(2):438\u0026ndash;458. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/ER-10-2019-0403\u003c/span\u003e\u003cspan address=\"10.1108/ER-10-2019-0403\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eBock GW, Kim YG (2002) Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Inform Resour Manage J (IRMJ) 15(2):14\u0026ndash;21\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCable DM, DeRue DS (2002) The convergent and discriminant validity of subjective fit perceptions. J Appl Psychol 87(5):875\u0026ndash;884. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1037/0021-9010.87.5.875\u003c/span\u003e\u003cspan address=\"10.1037/0021-9010.87.5.875\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCable DM, Judge TA (1996) Person\u0026ndash;organization fit, job choice decisions, and organizational entry. Organ Behav Hum Decis Process 67(3):294\u0026ndash;311. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003edoi.org/10.1006/obhd.1996.0081\u003c/span\u003e\u003cspan address=\"10.1006/obhd.1996.0081\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCao Y, Xiang Y (2014) Study on the relationship among knowledge governance, knowledge sharing and employee innovation based on the mediating of social capital and the moderating of absorptive capacity in enterprises. Stud Sci Sci 32(1):92\u0026ndash;102. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.16192/j.cnki.1003-2053.2014.01.004\u003c/span\u003e\u003cspan address=\"10.16192/j.cnki.1003-2053.2014.01.004\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCarmeli A, Gelbard R, Reiter-Palmon R (2013) Leadership, creative problem-solving capacity, and creative performance: The importance of knowledge sharing. Hum Resour Manag 52(1):95\u0026ndash;121. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1002/hrm.21514\u003c/span\u003e\u003cspan address=\"10.1002/hrm.21514\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eChatman JA (1989) Improving interactional organizational research: A model of person-organization fit. Acad Manage Rev 14(3):333\u0026ndash;349. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003edoi.org/10.5465/amr.1989.4279063\u003c/span\u003e\u003cspan address=\"10.5465/amr.1989.4279063\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eChiang YH, Hsu CC, Shih HA (2015) Experienced high performance work system, extroversion personality, and creativity performance. Asia Pac J Manage 32:531\u0026ndash;549. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/s10490-014-9403-y\u003c/span\u003e\u003cspan address=\"10.1007/s10490-014-9403-y\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eChiang YH, Hsu CC, Shih HA (2015) Experienced high performance work system, extroversion personality, and creativity performance. Asia Pac J Manage 32:531\u0026ndash;549. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/s10490-014-9403-y\u003c/span\u003e\u003cspan address=\"10.1007/s10490-014-9403-y\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eChuang CH, Jackson SE, Jiang Y (2016) Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. J Manag 42(2):524\u0026ndash;554. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1177/0149206313478189\u003c/span\u003e\u003cspan address=\"10.1177/0149206313478189\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eColquitt JA, LePine JA, Noe RA (2000) Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. J Appl Psychol 85(5):678\u0026ndash;707. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1037//0021-9010.85.5.678\u003c/span\u003e\u003cspan address=\"10.1037//0021-9010.85.5.678\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eCropanzano R, Mitchell MS (2005) Social exchange theory: An interdisciplinary review. J Manag 31(6):874\u0026ndash;900. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1177/0149206305279602\u003c/span\u003e\u003cspan address=\"10.1177/0149206305279602\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eGoh SK, Jayaraman K, Mostafiz MI, Leow YM (2020) The effect of organisational climate on employees\u0026rsquo; creative performance through knowledge sharing behaviour. Electron J Knowl Manage 18(1):1\u0026ndash;14\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHaider SA, Akbar A, Tehseen S, Poulova P, Jaleel F (2022) The impact of responsible leadership on knowledge sharing behavior through the mediating role of person\u0026ndash;organization fit and moderating role of higher educational institute culture. J Innov Knowl 7(4):100265. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1016/j.jik.2022.100265\u003c/span\u003e\u003cspan address=\"10.1016/j.jik.2022.100265\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHassan S, Din B (2019) The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system and authentic leadership on university faculty members\u0026rsquo; creativity. Manage Sci Lett 9(6):887\u0026ndash;898. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.5267/j.msl.2019.2.013\u003c/span\u003e\u003cspan address=\"10.5267/j.msl.2019.2.013\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHe C, Gu J, Liu H (2018) How do department high-performance work systems affect creative performance? A cross‐level approach. Asia Pac J Hum Resour 56(3):402\u0026ndash;426. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1111/1744-7941.12156\u003c/span\u003e\u003cspan address=\"10.1111/1744-7941.12156\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHeffernan M, Dundon T (2016) Cross-level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice. Hum Resource Manage J 26(2):211\u0026ndash;231. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1111/1748-8583.12095\u003c/span\u003e\u003cspan address=\"10.1111/1748-8583.12095\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHuang ZQ, Yan AM, Chen SG, Xu T (2019) The Impact of Perceived Overqualification on Employee Engagement: The Role of Organization-based Self-esteem and High-Performance Work Systems. Hum Resour Dev China 36(09):18\u0026ndash;31. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.16471/j.cnki.11-2822/c.2019.09.002\u003c/span\u003e\u003cspan address=\"10.16471/j.cnki.11-2822/c.2019.09.002\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHuselid MA (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Acad Manag J 38(3):635\u0026ndash;672. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.2307/256741\u003c/span\u003e\u003cspan address=\"10.2307/256741\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eHwang CY, Kang SW, Choi SB (2023) Coaching leadership and creative performance: A serial mediation model of psychological empowerment and constructive voice behavior. Front Psychol 14:1077594. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3389/fpsyg.2023.1077594\u003c/span\u003e\u003cspan address=\"10.3389/fpsyg.2023.1077594\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eJudge TA, Bretz RD (1992) Effects of work values on job choice decisions. J Appl Psychol 77(3):261. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1037/0021-9010.77.3.261\u003c/span\u003e\u003cspan address=\"10.1037/0021-9010.77.3.261\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eJyoti J, Rani A (2017) High performance work system and organisational performance: Role of knowledge management. Personnel Rev 46(8):1770\u0026ndash;1795. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1108/PR-10-2015-0262\u003c/span\u003e\u003cspan address=\"10.1108/PR-10-2015-0262\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eKasekende F, Nasiima S, Otengei SO (2020) Strategic human resource practices, emotional exhaustion and OCB: the mediator role of person-organization fit. J Organizational Effectiveness: People Perform 7(3):275\u0026ndash;295. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/JOEPP-04-2020-0056\u003c/span\u003e\u003cspan address=\"10.1108/JOEPP-04-2020-0056\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eKessel M, Kratzer J, Schultz C (2012) Psychological safety, knowledge sharing, and creative performance in healthcare teams. Creativity Innov Manage 21(2):147\u0026ndash;157. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1111/j.1467-8691.2012.00635.x\u003c/span\u003e\u003cspan address=\"10.1111/j.1467-8691.2012.00635.x\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eKuvaas B, Buch R, Dysvik A (2012) Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons. Hum Resour Manag 51(2):167\u0026ndash;187. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1002/hrm.21464\u003c/span\u003e\u003cspan address=\"10.1002/hrm.21464\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eLawler JJ, Chen S, Wu P, Bae J, Bai B (2011) High-performance work systems in foreign subsidiaries of American multinationals: an institutional model. J Int Bus Stud 42:200\u0026ndash;220. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1057/jibs.2010.42\u003c/span\u003e\u003cspan address=\"10.1057/jibs.2010.42\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eLee JW, Bang H (2012) High performance work systems, person-organization fit and organizational outcomes. J Bus Adm Res 1(2):129\u0026ndash;138. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.5430/jbar.v1n2p129\u003c/span\u003e\u003cspan address=\"10.5430/jbar.v1n2p129\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eLeung VT, Lin PM (2022) The roles of multiple foci of employee commitments and job satisfaction on creative performance: a study of hotel chefs. Int J Hospitality Manage 101:103107. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1016/j.ijhm.2021.103107\u003c/span\u003e\u003cspan address=\"10.1016/j.ijhm.2021.103107\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eLi C, Zhu TQ, Shen YC (2023) A shift from entrepreneurial passion to employee creativity: A dual process perspective on passion delivery. Sci Res Manage 44(9):162\u0026ndash;170. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.19571/j.cnki.1000-2995.2023.09.017\u003c/span\u003e\u003cspan address=\"10.19571/j.cnki.1000-2995.2023.09.017\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMa Z, Long L, Zhang Y, Zhang J, Lam CK (2017) Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pac J Manage 34:565\u0026ndash;586. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1007/s10490-017-9508-1\u003c/span\u003e\u003cspan address=\"10.1007/s10490-017-9508-1\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMai S, Ji H (2019) The Interaction Impact of Organization Empowerment and Proactive Personality on Employees Creative Performance. Science Technology Progress and Policy, 36(04), 140\u0026ndash;145. dol:\u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.6049/kjjbydc.2018070437\u003c/span\u003e\u003cspan address=\"10.6049/kjjbydc.2018070437\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMi L, Sun Y, Gan X, Yang H, Lv T, Shang K, Qiao Y, Jiang Z (2020) Promoting employee green behavior through the person-organization fit: The moderating effect of psychological distance. Front Psychol 11:568385. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.3389/fpsyg.2020.568385\u003c/span\u003e\u003cspan address=\"10.3389/fpsyg.2020.568385\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eMostafa AMS, Gould-Williams JS (2014) Testing the mediation effect of person\u0026ndash;organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector. Int J Hum Resource Manage 25(2):276\u0026ndash;292. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1080/09585192.2013.826917\u003c/span\u003e\u003cspan address=\"10.1080/09585192.2013.826917\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eOldham GR, Cummings A (1996) Employee creativity: Personal and contextual factors at work. Acad Manag J 39(3):607\u0026ndash;634. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.5465/256657\u003c/span\u003e\u003cspan address=\"10.5465/256657\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003ePeng JC, Chen SW (2023) Learning climate and innovative creative performance: Exploring the multi-level mediating mechanism of team psychological capital and work engagement. Curr Psychol 42(15):13114\u0026ndash;13132. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/s12144-021-02617-3\u003c/span\u003e\u003cspan address=\"10.1007/s12144-021-02617-3\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eRiana IG, Wiagustini NLP, Aristana IN, Rihayana IG, Abbas EW (2020) High-performance work system in moderating entrepreneurial leadership, employee creativity and knowledge sharing. Pol J Manage Stud 21(1):328\u0026ndash;341. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.17512/pjms.2020.21.1.24\u003c/span\u003e\u003cspan address=\"10.17512/pjms.2020.21.1.24\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSaether EA (2019) Motivational antecedents to high-tech R\u0026amp;D employees' innovative work behavior: Self-determined motivation, person-organization fit, organization support of creativity, and pay justice. J High Technol Manage Res 30(2):100350. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003edoi.org/10.1016/j.hitech.2019.100350\u003c/span\u003e\u003cspan address=\"10.1016/j.hitech.2019.100350\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSaleem T, Shahab H, Irshad M (2023) High-Performance Work System and Innovative Work Behavior: The Mediating Role of Knowledge Sharing and Moderating Role of Inclusive Leadership. Int J Bus Economic Affairs (IJBEA) 8(1):43\u0026ndash;59. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.24088/IJBEA-2023-81005\u003c/span\u003e\u003cspan address=\"10.24088/IJBEA-2023-81005\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSara\u0026ccedil; M, Efil I, Eryilmaz M (2014) A study of the relationship between person-organization fit and employee creativity. Manage Res Rev 37(5):479\u0026ndash;501. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/MRR-01-2013-0025\u003c/span\u003e\u003cspan address=\"10.1108/MRR-01-2013-0025\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSeong JY, Yang I, Zhang L (2023) What Initiates Creativity in an Organization? A Two-Horse Carriage of HRM and PO Fit. Sustainability 15(17):13200. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3390/su151713200\u003c/span\u003e\u003cspan address=\"10.3390/su151713200\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eShahzad K, Arenius P, Muller A, Rasheed MA, Bajwa SU (2019) Unpacking the relationship between high-performance work systems and innovation performance in SMEs. Personnel Rev 48(4):977\u0026ndash;1000. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/PR-10-2016-0271\u003c/span\u003e\u003cspan address=\"10.1108/PR-10-2016-0271\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eShalley CE (1991) Effects of productivity goals, creativity goals, and personal discretion on individual creativity. J Appl Psychol 76(2):179\u0026ndash;185. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1037/0021-9010.76.2.179\u003c/span\u003e\u003cspan address=\"10.1037/0021-9010.76.2.179\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSnell SA, Dean JW Jr (1992) Integrated manufacturing and human resource management: A human capital perspective. Acad Manag J 35(3):467\u0026ndash;504. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.5465/256484\u003c/span\u003e\u003cspan address=\"10.5465/256484\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSudibjo N, Prameswari RK (2021) The effects of knowledge sharing and person\u0026ndash;organization fit on the relationship between transformational leadership on innovative work behavior. Heliyon 7(6):e07334. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1016/j.heliyon.2021.e07334\u003c/span\u003e\u003cspan address=\"10.1016/j.heliyon.2021.e07334\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eSyahputra NF, Satrya A (2021), November Relationship between work ethic and innovative work behavior mediated by person organization fit and intrinsic motivation on banking employees. In \u003cem\u003eSeventh Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA 2021)\u003c/em\u003e (pp. 501\u0026ndash;507). Atlantis Press. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.2991/aebmr.k.211117.099\u003c/span\u003e\u003cspan address=\"10.2991/aebmr.k.211117.099\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eTang G, Yu B, Cooke FL, Chen Y (2017) High-performance work system and employee creativity: The roles of perceived organizational support and devolved management. Personnel Rev 46(7):1318\u0026ndash;1334. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1108/PR-09-2016-0235\u003c/span\u003e\u003cspan address=\"10.1108/PR-09-2016-0235\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eTian HY, Li YY, Li ZZ (2024) Impact of pretax additional deduction policy for R\u0026amp;D expenditure on high quality innovation of SMEs. Sci Res Manage 45(3):53\u0026ndash;63. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.19571/j.cnki.1000-2995.2024.03.006\u003c/span\u003e\u003cspan address=\"10.19571/j.cnki.1000-2995.2024.03.006\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWang Q, Zhao T, Wang Y, Wang Q (2023) When does team cooperative climate lead to creative performance via knowledge sharing? A moderated mediation model. Curr Psychol 42(32):28650\u0026ndash;28662. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.1007/s12144-022-03943-w\u003c/span\u003e\u003cspan address=\"10.1007/s12144-022-03943-w\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWang W, Du ML, Ran HY, Yu QY (2023) Impact of Leading Talents, Knowledge Breadth and Tie Strength on Breakthrough Innovations. Innov Sci Technol 23(9):59\u0026ndash;77. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.19345/j.cxkj.1671-0037.2023.9.006\u003c/span\u003e\u003cspan address=\"10.19345/j.cxkj.1671-0037.2023.9.006\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWang Y, Zhu L, Jin X (2024) The Effect of a High-Performance Work System on Organizational Innovation Performance: The Mediating Effect of Employees\u0026rsquo; Intrinsic Motivation and the Moderating Effect of Person\u0026ndash;Organization Fit. Systems 12(7):230. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3390/systems12070230\u003c/span\u003e\u003cspan address=\"10.3390/systems12070230\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWuryaningrat NF, Kindangen P, Sendouw G, Lumanouw B (2019) The role of person job fit and person organization fit on the development of innovation capabilities at indonesia creative industry. Int J Eng Adv Technol 8(5C):80\u0026ndash;85. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.35940/ijeat.E1011.0585C19\u003c/span\u003e\u003cspan address=\"10.35940/ijeat.E1011.0585C19\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eXin X, Miao RT (2018) The influential mechanism of employees\u0026rsquo; job crafting on creative performance: A moderated double-mediation model. Economic Manage J China 40:108\u0026ndash;122. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.19616/j.cnki.bmj.2018.05.007\u003c/span\u003e\u003cspan address=\"10.19616/j.cnki.bmj.2018.05.007\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eYan AM, Xu T, Lv ZK (2015) Research on the Relationship among High Performance Work System, Knowledge Sharing and Firm Performance. Soft Sci 29(01):70\u0026ndash;73. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.13956/j.ss.1001-8409.2015.01.15\u003c/span\u003e\u003cspan address=\"10.13956/j.ss.1001-8409.2015.01.15\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZamiri M, Esmaeili A (2024) Methods and Technologies for Supporting Knowledge Sharing within Learning Communities: A Systematic Literature Review. Administrative Sci 14(1):1\u0026ndash;34. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003edoi.org/10.3390/admsci14010017\u003c/span\u003e\u003cspan address=\"10.3390/admsci14010017\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhang DL, Zhang J, Tian HR (2022) The Impact of Basic Psychological Needs on Employees\u0026rsquo; Creative Performance and Mental Health: A Latent Profile Analysis from the Perspective of Thwarted Psychological Need. Manage Rev 34(3):209\u0026ndash;219. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.14120/j.cnki.cn11-5057/f.2022.03.015\u003c/span\u003e\u003cspan address=\"10.14120/j.cnki.cn11-5057/f.2022.03.015\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhang XG, Hu XD, Su T (2023) Do high performance work systems impair employee well-being? Evidence from a meta-analysis. Adv Psychol Sci 31(11):2005\u0026ndash;2024. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3724/SP.J.1042.2023.02005\u003c/span\u003e\u003cspan address=\"10.3724/SP.J.1042.2023.02005\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhang Z, Feng H, Wang L, Yang L (2024) How to achieve high-quality development of SRDI enterprises\u0026mdash;A study of the TOE framework-based configuration. PLoS ONE 19(6):e0304688. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1371/journal.pone.0304688\u003c/span\u003e\u003cspan address=\"10.1371/journal.pone.0304688\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhou J, George JM (2001) When job dissatisfaction leads to creativity: Encouraging the expression of voice. Acad Manag J 44(4):682\u0026ndash;696. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.5465/3069410\u003c/span\u003e\u003cspan address=\"10.5465/3069410\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhou J, Shalley CE (2003) Research on employee creativity: A critical review and directions for future research. Res personnel Hum Resour Manage 165\u0026ndash;217. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1016/S0742-7301(03)22004-1\u003c/span\u003e\u003cspan address=\"10.1016/S0742-7301(03)22004-1\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhou L, Shen K (2021) Research on the Effect of Employees' Perceptions of High-Performance Work System on Employees' Performance\u0026mdash;\u0026mdash;\u0026mdash;Analysis Based on Chained Mediation Model. Sci Technol Econ 34(1):76\u0026ndash;80. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003e10.14059/j.cnki.cn32-1276n.2021.01.016\u003c/span\u003e\u003cspan address=\"10.14059/j.cnki.cn32-1276n.2021.01.016\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhu CL, Chen XL (2013) Study of the relationship among high performance work systems, knowledge sharing and employee creativity. Economic Theory Bus Manage 33(11):102\u0026ndash;112\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eZhu C, Chen X (2014) High performance work systems and employee creativity: The mediating effect of knowledge sharing. Front Bus Res China 8(3):367\u0026ndash;387. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.3868/s070-003-014-0017-3\u003c/span\u003e\u003cspan address=\"10.3868/s070-003-014-0017-3\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"knowledge management, work system, creative performance, person–organization fit, moderated mediation model","lastPublishedDoi":"10.21203/rs.3.rs-9415436/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-9415436/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eWith the rapid development of science and technology and increasingly fierce market competition, enterprises must rely on creative performance to maintain a competitive advantage. A high-performance work system, as a set of comprehensive human resource practice mechanisms, can stimulate employees\u0026rsquo; motivation and creativity, improving their creative performance and competitiveness and promoting healthy enterprise development. However, prior research has heavily emphasized the impact of leadership on creative performance, neglecting the role of high-performance work systems. Accordingly, we emphasize the role of high-performance work systems and validate the mediating role of knowledge sharing in the process of high-performance work systems influencing creative performance. Additionally, the moderating and moderated mediating roles of person\u0026ndash;organization fit are verified. For this purpose, we collected data from 310 Chinese small and medium-sized enterprise employees for empirical analysis. The results show that high-performance work systems positively impact knowledge sharing and creative performance and knowledge sharing plays a significant mediating role in the process of high-performance work systems affecting creative performance. Finally, person\u0026ndash;organization fit has a positive moderating effect not only between high-performance work systems and creative performance but also between knowledge sharing and creative performance. These findings can help expand the research field of creative performance.\u003c/p\u003e","manuscriptTitle":"The Way to Enhance Creative Performance: Direct effects of the High Performance Work System and and Moderated Mediation Effect of Person–Organization Fit","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-05-07 19:38:27","doi":"10.21203/rs.3.rs-9415436/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"reviewersInvited","content":"","date":"2026-04-29T05:27:34+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2026-04-28T05:20:05+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2026-04-27T19:44:39+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2026-04-26T05:23:39+00:00","index":"","fulltext":""},{"type":"submitted","content":"Humanities and Social Sciences Communications","date":"2026-04-26T05:18:01+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"f92cf46c-b0eb-44e3-94cc-b2a846a3b1b2","owner":[],"postedDate":"May 7th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[{"id":67603962,"name":"Business and commerce/Business and management"},{"id":67603963,"name":"Social science/Business and management"},{"id":67603964,"name":"Biological sciences/Psychology"},{"id":67603965,"name":"Social science/Psychology"}],"tags":[],"updatedAt":"2026-05-07T19:38:27+00:00","versionOfRecord":[],"versionCreatedAt":"2026-05-07 19:38:27","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-9415436","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-9415436","identity":"rs-9415436","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}