Organizational Resilience: Turning Challenges into Opportunities through Strategic Human Resource Management (original) (raw)
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PsycEXTRA Dataset, 2000
Organizational resilience is an increasingly important characteristic for organizations. The notion of organizational resilience has only recently taken root in the human resource literature. However, diverse perspectives and definitions have impeded the utility of this construct for organizational research and practice. In this study, we conducted three analysis utilizing content analysis with Leximancer software to examine how organizational resilience has been conceptualized in the social sciences literature and examine its implications for human resource management. Our analysis suggests that organizational resilience is linked with understanding process and capabilities of the organization in order to respond to uncertain and potentially disruptive crises and events. Implications for theory and practice are discussed.
Human resource development (HRD) resilience: a new ‘success element’ of organizational resilience?
Human Resource Development International, 2020
Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be built, and thus to contribute to organizational resilience as well.Within today’s business uncertainty and complexity, HRD resilience comes in line with the developmental strategies of organizations. Therefore, the purpose of this perspective article is to set the foundations of the term (HRD resilience) in order to initiate a dialogue around its ability tomake a substantial contribution to organizational practice, and thus to be seen as a new ‘success element’ of organizational resilience.
Why resilience managers aren’t resilient, and what human resource management can do about it
The International Journal of Human Resource Management, 2016
Prior resilience research typically focuses on either the individual or the organizational level of analysis, emphasises resilience in relation to day-today stressors rather than extreme events, and is empirically underdeveloped. In response, our study inductively theorises about the relationships between individual and organizational resilience, drawing upon a large-scale study of resilience work in UK and French organizations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organizations, and highlight the challenges experienced in doing resilience work in large organizations. We show that these micro-processes have significant implications for resilience at both individual and organizational levels, and draw implications for how HRM interventions can help to promote individual, and thus organizational, resilience.
Organizational resilience: proposition for an integrated model and research agenda
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This theoretical essay is aimed at shedding light on and synthesizing the concepts of resilience in relation to employees and organizations and proposing an integrated analysis model that gives rise to a research agenda embracing methodological aspects and thematic connections, which might contribute to a debate on the construct that involves differentiated levels of analysis. Accordingly, a historic review of the construct's discussion and its specificities will be presented, including the following organizational resilience concepts: the procedural, dynamic, and ecosystemic capacity activated by people (individual resilience) and processes (systemic resilience) in the face of adversity, the generation of a response that allows the recovery of balance, and the performance of healthy adaptation through the activation of elements, in the subjective or internal and objective or external plans, which might be reinforced or renewed during the process, thus ensuring the sustainability of the resilient result and/or the expansion of resilience capacity.
Taming the Waves of Adversity: Exploring the Multidimensional Construct of Organizational Resilience
Ever increasingly so, organizations find themselves facing episodes of disruptive and unexpected change. In order to survive and thrive in such highly dynamic environments they need to develop the capacity for capitalizing on adversity by turning challenge into opportunity. Such a capacity is explored through the construct of organizational resilience. This paper conceptualizes organizational resilience as a meta-capability resulting from a group of distinct capabilities enacted during the three major phases of the organization’s response to disruption, and synthesizes a working definition of organizational resilience. In addition, I explore the construct’s dimensions and outcomes as well as the human-related, operational and strategic underpinnings of its antecedents.
Employee resilience: an emerging challenge for HRM
Asia Pacific Journal of Human Resources, 2014
Given turbulent economic times, the concept of employee resilience is receiving increasing attention in many organisations. This paper brings the discussion of employee resilience into the field of human resource management (HRM). We explore the foundations of resilience in theories of positive psychology and the conservation of resources (COR); we discuss its relevance for HRM and develop a set of testable hypotheses to guide future research. The first key finding of this paper is that the concept of resilience can be developed from strong theoretical foundations. Second, a coherent set of resilience-enhancing HR practices have the potential to contribute to employees' psychological capital, attitudes and behaviour, and to organisational performance not only in turbulent circumstances but also during periods of relative calm. Given the theoretical framing, formal resilience training should be viewed as a single component of a broader, coherent set of resilienceenhancing HR practices.
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Abstract: Resilience, rooted in human endeavor and scientific principles, embodies the capacity to bounce back from adversity and thrive amidst challenges. In business, resilience is paramount for sustained success, particularly in today's volatile environment of unprecedented uncertainty. Drawing from interdisciplinary research, this chapter delves into the concept and relevance of business resilience, exploring its evolution and significance. Insights from studies highlight the multifaceted nature of resilience, its links to organizational dynamics, and strategies for fostering resilience, including integrated risk management, stakeholder collaboration, talent development, and technological integration. Concluding with avenues for future research, this book chapter underscores the transformative potential of resilience in navigating uncertainty and driving organizational growth. Keywords- Resilience, risk management, talent management, collaboration, networking, uncertainty, pandemic