Why resilience managers aren’t resilient, and what human resource management can do about it

Abstract

Prior resilience research typically focuses on either the individual or the organisational 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 organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations. We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience.

Publication DOI: https://doi.org/10.1080/09585192.2016.1244104
Divisions: Aston Business School > Economics, Finance & Entrepreneurship
Aston Business School > Marketing & Strategy
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 31/10/16, available online: http://www.tandfonline.com/10.1080/09585192.2016.1244104
Uncontrolled Keywords: conceptual taint,dirty jobs,human resource management,resilience,taint management strategies,Strategy and Management,Organizational Behavior and Human Resource Management,Management of Technology and Innovation
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Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
PURE Output Type: Article
Published Date: 2019-04-28
Published Online Date: 2016-10-31
Accepted Date: 2016-10-29
Authors: Branicki, Layla
Steyer, Véronique
Sullivan-Taylor, Bridgette ( 0000-0003-0486-807X)

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