Resilience in Organizations: An Editorial

Tarba, Shlomo; Cooper, Sir Cary L.; Ahammad, Mohammad Faisal; Khan, Zaheer; Rao‐Nicholson, Rekha

doi:10.1111/apps.12223

Cited by 10 publications

(11 citation statements)

References 14 publications

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“…social, financial, human and environmental resources) but are successful in balancing the demands and priorities of their various groupsemployees, customers and diverse shareholders, and while, at the same time, achieving its own goals (e.g. Tarba et al, 2019;Tengblad & Oudhuis, 2018). Resilient organizations are able to manage, cope with and overcome unexpected challenges (e.g.…”

Section: Learning Ambidexterity and Sustainabilitymentioning

confidence: 99%

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Al-Atwi

Amankwah‐Amoah

Khan

2021

International Business Review

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Section: Learning Ambidexterity and Sustainabilitymentioning

confidence: 99%

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Al-Atwi

Amankwah‐Amoah

Khan

2021

International Business Review

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“…For Luthans et al [34], resilience is related to employees' ability to bounce back in the face of enormous issues. On the other hand, and from a psychological standpoint, resilience is a skill revealed when managing difficulties successfully [35]. However, it cannot be only a single action itself, but a sequence of actions that neutralize threats, including elasticity, learning, and rejuvenation [36].…”

Section: Conceptual Framework 221 Resilience Innovation and Open Inno...mentioning

confidence: 99%

Revisiting Small- and Medium-Sized Enterprises’ Innovation and Resilience during COVID-19: The Tourism Sector

Dias

Cunha

Pereira

et al. 2022

Journal of Open Innovation: Technology, Market, and Complexity

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Every day, companies are exposed to various risks arising from their environment, and small and medium enterprises (SMEs) are the most affected. This study emphasizes innovation and resilience as the starting points to understand how SMEs are influenced by external factors which are independent of the managers’ will. To date, we have seen several extreme factors that have conditioned businesses and entrepreneurs of these types of companies, such as the financial crisis of 2008. However, last year, in 2020, we saw the beginning of a worldwide pandemic: COVID-19. Thus, this research seeks to understand the extent to which this pandemic influenced the resilience and innovation of SMEs in the tourism area. Thus, eight hypotheses were raised based on four independent variables: access to finance, risk taking, working conditions, and personal network. The study of these variables was developed from an online questionnaire and in-depth interviews. After analyzing the results, it is possible to infer that the COVID-19 pandemic resulted in consequences never observed in previous crises, to such an extent that the study showed that: (1) a company’s network positively influences its resilience; (2) risk taking influences innovation and resilience of these SMEs.

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“…A second psychological state that supports individual optimal functioning is resilience, often described as the ability to “bounce back” and endure stressful situations [ 49 , 50 ]. In the aftermath of the global recession, Robertson, Cooper, Sarkar, and Curran wrote that “the need for personal resilience, especially in the workplace, has never been greater” [ 50 , p. 534]. Meta-analytic and systematic reviews of employee resiliency have shown that resiliency is a predictor of both in-role and extra-role performance [ 51 ].…”

Section: Introductionmentioning

confidence: 99%

“…Meta-analytic and systematic reviews of employee resiliency have shown that resiliency is a predictor of both in-role and extra-role performance [ 51 ]. Further, resiliency has a strong, positive effect on mental health and subjective well-being [ 50 , 52 ].…”

Section: Introductionmentioning

confidence: 99%

Character matters: The network structure of leader character and its relation to follower positive outcomes

2021

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We investigated the relationship between self-ratings of leader character and follower positive outcomes—namely, subjective well-being, resilience, organizational commitment, and work engagement—in a public-sector organization using a time-lagged cross-sectional design involving 188 leader—follower dyads and 22 offices. Our study is an important step forward in the conceptual development of leader character and the application of character to enhance workplace practices. We combined confirmatory factor analysis and network-based analysis to determine the factorial and network structure of leader character. The findings revealed that a model of 11 inter-correlated leader character dimensions fit the data better than a single-factor model. Further, judgment appeared as the most central dimension in a network comprising the 11 character dimensions. Moreover, in a larger network of partial correlations, two ties acted as bridges that link leader character to follower positive outcomes: judgment and drive. Implications for theory and practice are discussed.

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Resilience in Organizations: An Editorial

Cited by 10 publications

References 14 publications

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Revisiting Small- and Medium-Sized Enterprises’ Innovation and Resilience during COVID-19: The Tourism Sector

Character matters: The network structure of leader character and its relation to follower positive outcomes

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