HR practices are regarded as an essentialmeans to achieve competitive advantage. Despite its importance, prior studies have paid relatively little attention to the process of adopting HR practices. Drawing on institutional theory and studies on inter-organizational imitation, we examine the role of selective imitation in adoptingHR practices. Specifically, we argue that firms introducing newHR practices will selectively imitate other firms’ HR practices to avoid uncertainty related to new practices and that firmsize and performance will be important criteria in selecting target firms to imitate. Based on our argument, we hypothesize that when firms introduce new HR practices, they will choose HR practices adopted by larger firms or better performing firms than themselves.We further hypothesize that the tendency to imitate larger firms or better performing firms will be strengthened by the uncertainty arising from organizational change. To test our hypotheses, we use the Human Capital Corporate Panel. The results provide support for our hypotheses. The results show that after a focal firm introduces new HR practices, a similarity in HR practices between a focal firm and a target firm increases when a target firm size is larger than a focal firm or a target firm performance is better than a focal firm. Also, HR practices similarity further increases when a focal firm introduces new practices during a period of organizational change. By incorporating a selective imitation perspective into HR study, this study expands our understanding of a selective imitation process in adoptingHR practices.