Organizational resilience refers to an organizations' capacity to withstand changes over time. Most existing models of organizational resilience have not been empirically tested and/or tend to focus on "what resilience is" and little attempt has been made to investigate factors that enhance and/or diminish an organization's resilience. This qualitative research study, therefore, seeks to advance theorizing about organizational resilience by identifying and exploring both the enablers and inhibitors of organizational resilience. Longitudinal interview data are analyzed to explore employees' perceptions about what has impacted their organization's ability to cope with change. A conceptual model of organizational resilience is proposed. The contributions of this model are that it is the first, to our knowledge, to (1) propose a multilevel conceptualization of organizational resilience, and (2) include within the model the idea that earlier changes can both enhance and inhibit the organizations' current ability to cope with change.

A review of the literature on organizational culture change suggests that the field might benefit from studies combining both etic (researcher) and emic (employee) perspectives to examine individuals' views regarding how and why their culture has changed. This paper seeks to deepen researchers' knowledge of how individuals perceive organizational culture change by undertaking a two-part study within an organization that has undergone planned cultural change initiatives. More specifically survey (i.e. etic view) data and interview (i.e. emic view) data are used to explore: (1) factors associated with (a) whether an individual will perceive that culture change has occurred, and (b) whether they categorize this change as for the better, for the worse or one that could not be categorized using these two labels; and (2) individuals' rationales for why the culture has changed. The findings are mixed regarding the extent to which they support or refute existing research on organizational culture change.

This qualitative study explores the conceptual links between 2 different approaches to managerial cognition, sensemaking and cognitive bias, in the context of organizational change. A longitudinal case study utilizing both real-time assessments and retrospective sensemaking data from interviews with 26 hospital employees at 3 points in time was undertaken. Patterns related to individuals' retrospective accounts and real-time assessments were identified and used to construct 4 prototypical narratives. Data analysis revealed that organizational change was not a markedly negative experience for most informants, which is contrary to the prevailing theme in the literature. This and other findings are discussed in terms of sensemaking and cognitive bias. This study makes 2 contributions to our understanding of how individual's experience and make sense of organizational change over time as (a) little is known about how the process of change unfolds over time at the individual level and (b) extant research has not investigated the extent to which individuals' retrospective sensemaking about organizational change reflects or diverges from their real-time assessments over the course of the change. More broadly, the study provides insights and focused advice for management researchers regarding the use of retrospective data to understand individuals' perceptions of situations that have already occurred.

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This study uses a sample of 832 Canadian public servants to test a theoretically derived framework which hypothesizes that generational cohort: (1) predicts the importance public servants place on intrinsic and extrinsic work values, (2) predicts the perceived availability of such rewards in public service workplaces, and (3) impacts the relationship between perceived availability of important rewards, organizational commitment, and job satisfaction. Our study adds to the limited body of research on generational cohort and work values in the public service. Generational cohort had little impact on the importance of work values, but did predict perceived availability of work-rewards and the relationship between perceived availability of important rewards, organizational commitment, and job satisfaction. Findings could help public service organizations' recruitment and retention efforts. RésuméLa présente étude s'appuie sur un échantillon de 832 fonctionnaires canadiens pour tester le cadre théorique basé sur les hypothèses selon lesquelles la cohorte générationnelle:(1) prédit l'importance que les fonctionnaires accordent aux valeurs intrinsèques et extrinsèques du travail, (2) prédit la disponibilité perçue de ces récompenses dans les milieux de travail de la fonction publique et (3) influe sur la relation entre la disponibilité perçue de récompenses importantes, l'engagement organisationnel et la satisfaction au travail. Notre étude s'ajoute au nombre limité de recherches sur la cohorte générationnelle et les valeurs liées au travail au sein de la fonction publique. Elle montre que même si la cohorte générationnelle a peu d'impact sur l'importance des valeurs professionnelles, en revanche, elle prédit la disponibilité perçue des récompenses professionnelles et la relation entre la disponibilité perçue de récompenses importantes, l'engagement organisationnel et la satisfaction au travail. Nos résultats pourraient aider les organisations de la fonction publique dans leurs efforts de recrutement et de rétention.