Abstract
Prior resilience research typically focuses on either the individual or the organizational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events, and is empirically under-developed. 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.
Original language | English |
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Pages (from-to) | 1261-1286 |
Number of pages | 26 |
Journal | International Journal of Human Resource Management |
Volume | 30 |
Issue number | 8 |
Early online date | 31 Oct 2016 |
DOIs | |
Publication status | Published - 28 Apr 2019 |
Keywords
- Resilience
- human resource management
- conceptual taint
- dirty jobs
- taint management strategies