In an ever-tougher competitive environment caused by globalization, domestic companies are increasingly adopting business strategies aimed at continuously securing competitive advantage by taking advantage of globally-competitive foreign professionals. Despite a persistent rise of such trend, domestic researches regard migrant workers as the socially underprivileged, and delve into the issue of migrant workers from the policy, welfare, and ethical perspectives. With a growing need to deal with migrant professionals from the strategic viewpoint ? to acquire professional talent in an era of global competition, it becomes essential to verify the real effectiveness of migrant professionals. Yet, there has been relatively little discussion of it. This study assumes that based on th137e integration-learning perspective on diversity, the greater the number of foreign professionals, the greater the effect on organizational innovative performance. Also could be effective in managing diversity is diversity-friendly HRM which involves eliminating discrimination against migrant professional workers and treating them fairly. Based on the data collected from 72 domestic companies, this study conducted an empirical analysis of the impact of the percentage of foreign professionals in the total workforce on organizational innovative performance and of the moderating role of diversity-friendly HRM. The results show that the proportion of foreign professionals in the entire workforce has had no significant impact on organizational innovative performance, and that the proportion of foreign professionals in the total workforce and diversity-friendly HRM have had a interaction effect on organizational innovative performance. Based on these research results, the study attempted to interpret the significance of the proportion that migrant professionals make up of the total workforce and of diversity-friendly HRM in relation to organizational innovative performance, and their implications for diversity management.