Resilience: A Review Using a Grounded Integrated Occupational Approach

Kossek, Ellen Ernst; Perrigino, Matthew B.

doi:10.5465/19416520.2016.1159878

Cited by 187 publications

(269 citation statements)

References 168 publications

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“…Here we return to our earlier examination of, the processes, mechanisms and variables identified in the extant literature as critical to developing and sustaining individual level resilience (see, Figure 2). Additionally, we find support for the work of Kossek and Perrigino (2016) that identifies that job specific stressors -cognitive, emotional and physical -lead to variations in the types of resilience required by an occupation or profession. The themes identified are summarised in Table 2.…”

Section: Resilience Work and The Everyday Resilience Of Resilience Mamentioning

confidence: 91%

“…Put another way, these professionals are primarily confronted by cognitive, as opposed to physical and emotional, risks (see, Kossek & Perrigino, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…Examining resilience by focusing on a specific occupational group is important because occupations vary in their need for resilience, the types of resilience required and the forms of stress-triggers and adversity encountered (Kossek & Perrigino, 2016). Our multi-level examination of resilience as it arises within a specific occupation is partially, therefore, a response to the observation that 'few studies delineate what sort of adversity, exactly, one is bouncing back from' (Kossek & Perrigino, 2016). Additionally, our focus on resilience managers is a reflection of the emergence of a new cadre of professional managers tasked explicitly with promoting organisational resilience in the light of the increasing salience of extreme risks and uncertainties.…”

Section: Methodsmentioning

confidence: 99%

“…Gittell et al (2006) and Weick (1993) relate the individual and organisational levels of analysis in relation to extreme events resilience, whilst further research proposes a more general link between high levels of individual resilience among organisational members and organisational resilience (Lengnick-Hall et al, 2011; Moenkemeyer et al, 2012; van der Vegt et al, 2015). Kossek and Perrigino (2016) argue that 'resilience is individually and occupationally determined as part of a multi-level system' (2016), and in particular their findings emphasise the need for further examination of the impact of occupational and organisational context upon individual resilience. Recent research also suggests that resilience can be spread across levels of an organisation through a process of 'social contagion' (Dawkins et al, 2015).…”

Section: Quadrant 4: Organisational Resilience In the Context Of Extrmentioning

confidence: 99%

“…Additionally, work often focuses on individual resilience, thus under-emphasising team and organisational resilience, and the relationships between resilience at multiple levels of analysis (Kossek & Perrigino, 2016). These different framings have led scholars to develop distinct approaches to defining and researching the resilience concept (Martin & Marsh, 2008).…”

mentioning

confidence: 99%

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

Branicki

Steyer

Sullivan‐Taylor

2016

The International Journal of Human Resource Management

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Section: Resilience Work and The Everyday Resilience Of Resilience Mamentioning

confidence: 91%

“…Put another way, these professionals are primarily confronted by cognitive, as opposed to physical and emotional, risks (see, Kossek & Perrigino, 2016).…”

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Quadrant 4: Organisational Resilience In the Context Of Extrmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

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

Branicki

Steyer

Sullivan‐Taylor

2016

The International Journal of Human Resource Management

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Gender and leadership aspiration: The impact of work–life initiatives

Fritz

Knippenberg

2017

Human Resource Management

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Despite the increase in female leaders, women still remain a minority. As aspiration, defined as the interest for achieving a leadership position, is one predictor of advancement, it is important to understand conditions fostering female leadership aspiration. Because women face more domestic and child care responsibilities, we predict that there is an interaction between gender and work–life initiatives. These initiatives help employees balance their work and private life through simplifying the integration and diminishing tension between the two spheres. Because the work–life interface poses greater challenges for women, we hypothesize that work–life initiatives have a stronger influence on women's leadership aspiration. Results of a survey of N = 402 employed men and women supported this hypothesis. The interaction effect of gender and work–life initiatives on leadership aspiration was positive, implying that women's leadership aspiration is more influenced by work–life initiatives. Our other hypothesis which states that work–life initiatives—regardless of gender—are positively related to leadership aspiration was supported. Hence, men's leadership aspiration also was positively influenced by the availability of such initiatives. This study suggests that by implementing work–life initiatives, such as flexible work arrangements, leaves of absence, or on‐site child assistance, organizations may encourage leadership aspiration for both genders. Our data show that the interaction effect of gender and work–life initiatives was positively related to leadership aspiration, but this may particularly hold true for women.

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How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective

et al. 2020

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Summary The complex nature of work tasks leads many organizations to organize work around teams, which must develop the capacity to cope with and adapt to a variety of adverse situations. However, our knowledge and understanding of what enables and inhibits the development of resilient teams, that is, change in teams' resilience capacity, have yet to be fully developed. Drawing on the build hypothesis of broaden‐and‐build theory, we explore the dynamic emotional, social, and cognitive elements that underlie change in team resilience capacity. We posit that a change in a team's emotional culture of joy predicts change in team resilience capacity through both social and cognitive mechanisms (i.e., change in mutuality and change in reflexivity). The results from a two‐wave study involving 91 teams (comprising 1291 individual responses) indicate that the positive relationship between change in the emotional culture of joy and change in team resilience capacity is mediated by change in mutuality and change in reflexivity. This research advances the emerging literature on team resilience by theoretically delineating the underlying affective, social, and cognitive collective mechanisms that lead to within‐team variability in team resilience capacity.

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Resilience: A Review Using a Grounded Integrated Occupational Approach

Cited by 187 publications

References 168 publications

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

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

Gender and leadership aspiration: The impact of work–life initiatives

How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective

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