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Research Handbook on Organizational Resilience
This Research Handbook identifies how resilience has evolved as a critical theoretical concept in the organizational sciences. International resilience scholars conceptualize and explore the various ways resilience can be embedded in theory and practice, offering new and updated perspectives on the importance of resilience in multiple contexts.
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Critical Acclaim
Contributors
Contents
More Information
This Research Handbook identifies how resilience has evolved as a critical theoretical concept in the organizational sciences. International resilience scholars conceptualize and explore the various ways resilience can be embedded in theory and practice, offering new and updated perspectives on the importance of resilience in multiple contexts.
Sections cover the nature of resilience at employee, team and organizational levels; the processes and dynamics of resilience in different contexts; and the antecedents and outcomes of these forms of resilience. Chapters provide case studies and theoretical frameworks to bring clarity, covering stress and coping, diversity and resilience, crisis management, employee behaviour, continuity and development.
Organizational studies scholars interested in advancing theory and practice of resilience will find this Research Handbook includes a range of important considerations for the field. With application of several different levels of analysis, chapters discussing stress and coping will also appeal to those from a social psychology background.
Sections cover the nature of resilience at employee, team and organizational levels; the processes and dynamics of resilience in different contexts; and the antecedents and outcomes of these forms of resilience. Chapters provide case studies and theoretical frameworks to bring clarity, covering stress and coping, diversity and resilience, crisis management, employee behaviour, continuity and development.
Organizational studies scholars interested in advancing theory and practice of resilience will find this Research Handbook includes a range of important considerations for the field. With application of several different levels of analysis, chapters discussing stress and coping will also appeal to those from a social psychology background.
Critical Acclaim
‘This wonderful and timely Research Handbook addresses a critical gap in organization studies. The Research Handbook on Organizational Resilience does a marvellous job of capturing the breadth of current research in the field, presented in a way that is easy to navigate. An important addition to the bookshelf of any organizational scholar!’
– Sally Maitlis, University of Oxford, UK
‘Resilience is so vital for individuals, teams, organizations, and economies. This Research Handbook is written by a highly-regarded group of scholars, who provide profound knowledge and rich insights on the conditions and implications of resilience across levels. This is one of the rare sources that truly broadens and deepens one’s understanding about the nature, ways, and consequences of responding to adverse events.’
– Avi Carmeli, Tel Aviv University, Israel
Powley, Caza, and Caza’s Research Handbook on Organizational Resilience is a monumental advance that is long overdue for the field. It comprehensively maps the contours of an elusive concept and sprawling body of research on organizational resilience with clarity, precision, and rigor while also imaginatively pointing to the future.’
– Timothy J. Vogus, Vanderbilt University, US
‘Resilience is here to stay as a central and significant topic in organizational research. The contents of this Research Handbook are a testimony to the importance and richness of this research domain. Despite the fact that the construct of organizational resilience is multi-layered and dynamic, this Research Handbook represents major forward progress in this critical research field.’
Jane Dutton, University of Michigan, US
– Sally Maitlis, University of Oxford, UK
‘Resilience is so vital for individuals, teams, organizations, and economies. This Research Handbook is written by a highly-regarded group of scholars, who provide profound knowledge and rich insights on the conditions and implications of resilience across levels. This is one of the rare sources that truly broadens and deepens one’s understanding about the nature, ways, and consequences of responding to adverse events.’
– Avi Carmeli, Tel Aviv University, Israel
Powley, Caza, and Caza’s Research Handbook on Organizational Resilience is a monumental advance that is long overdue for the field. It comprehensively maps the contours of an elusive concept and sprawling body of research on organizational resilience with clarity, precision, and rigor while also imaginatively pointing to the future.’
– Timothy J. Vogus, Vanderbilt University, US
‘Resilience is here to stay as a central and significant topic in organizational research. The contents of this Research Handbook are a testimony to the importance and richness of this research domain. Despite the fact that the construct of organizational resilience is multi-layered and dynamic, this Research Handbook represents major forward progress in this critical research field.’
Jane Dutton, University of Michigan, US
Contributors
Contributors: E. Antonacopoulou, S. Baker, M.E. Baloochi, B.B. Caza, M.A. Barton, T.E. Becker, T.W. Britt, K.S. Cameron, A. Caza, J. Chesley, M. Christianson, V. D’Avella, S.E. Erskine, M.L. Frigotto, F. Guarnieri, S.C. Hammond, J. Harris, S. Hartmann, E.H. James, M. Hernandez, M. Hess, M. Hoegl, E.M. Johnson, L. Jones Christensen, J.D. Kabongo, D. Karolidis, S.A. Kay, D.C. Kayes, J. Kuntz, M. Larsen, M. Linnenluecke, S. Malinen, C.L. McCluney, B. McKnight, K.L. Merlo, K. Naswall, L. Neville, V. Nilakant, M. Olekalns, E.H.Powley, S. Raetze, L.M. Roberts, G. Sawhney, J.P. Stephens, K. Sutcliffe, S. Travadel, F.Vouzas, B. Walker, M. Weiss, L.P. Wooten, J. Yoon
Contents
Contents:
PART I INTRODUCTION
1 Introduction: framing resilience research 2
Edward H. Powley
PART II NATURE OF RESILIENCE
2 Resilience capacity, processes and demonstration at the employee, team
and organizational levels: a multilevel perspective 10
Thomas W. Britt and Gargi Sawhney
3 Resilient personality: is grit a source of resilience? 25
Arran Caza, Brianna Barker Caza and Mehri E. Baloochi
4 Team resilience in organizations: a conceptual and theoretical discussion
of a team-level concept 39
Silja Hartmann, Matthias Weiss and Martin Hoegl
5 Reframing resilience on novelty and change 53
Maria Laura Frigotto
6 Negotiation resilience: a framework for understanding how negotiators
respond to adversity 70
Lukas Neville, Brianna Barker Caza and Mara Olekalns
PART III RESILIENCE PROCESSES AND DYNAMICS
7 Emotion regulation as a process to foster resilience 86
Sophie A. Kay and Kelsey L. Merlo
8 From parts to whole: a place for individual tacit knowledge in
organizational adaptability and resilience 102
John Paul Stephens
9 The resilience of entrepreneurs in developing economies 116
Thomas E. Becker and Jean D. Kabongo
10 Organizational resilience: a social exchange perspective 131
Morela Hernandez, Scott Baker, Megan Hess and Jared Harris
11 Unpacking the critical role of firms in community resilience 153
Martina Linnenluecke and Brent McKnight
12 Enriching our conceptual and practical understanding of resilience
through the lens of black women at work 167
Erica M. Johnson, Samantha E. Erskine and Laura Morgan Roberts
13 The unfolding process of organizational resilience in a diversity crisis:
a case study of racial incidents at the University of Missouri 180
Courtney L. McCluney, Lynn Perry Wooten and Erika Hayes James
PART IV RESILIENCE ANTECEDENTS AND OUTCOMES
14 Learning routines that build organizational resilience 203
D. Christopher Kayes and Jeewhan Yoon
15 Lost person behavior as an antecedent to resilience 214
Lisa Jones Christensen, Scott C. Hammond and Merilee Larsen
16 What makes work teams resilient? An overview of resilience processes
and cross-level antecedents 232
Sebastian Raetze
17 The effects of individual resilience on organizational citizenship behavior
in contemporary public administration: a dual pathway model 247
Dimitrios Karolidis, Fotis Vouzas and Elena Antonacopoulou
18 Resilience and organizational culture: a competing values perspective 261
Edward H. Powley and Kim S. Cameron
19 Interpreting the nightmare of Fukushima’s superintendent: sensemaking
in extreme situations 275
Sébastien Travadel and Franck Guarnieri
20 Resilience of inter-organizational systems 299
Julie Chesley and Victoria D’Avella
21 Organizational resilience in action: a study of a large-scale
extended-disaster setting 320
Bernard Walker, Sanna Malinen, Katharina Näswall,
Venkataraman Nilakant and Joana Kuntz
PART V CONCLUSION
22 Conceptualizing the who, what, when, where, why and how of resilience
in organizations 338
Brianna Barker Caza, Michelle A. Barton, Marlys K. Christianson
and Kathleen M. Sutcliffe
Index 354
PART I INTRODUCTION
1 Introduction: framing resilience research 2
Edward H. Powley
PART II NATURE OF RESILIENCE
2 Resilience capacity, processes and demonstration at the employee, team
and organizational levels: a multilevel perspective 10
Thomas W. Britt and Gargi Sawhney
3 Resilient personality: is grit a source of resilience? 25
Arran Caza, Brianna Barker Caza and Mehri E. Baloochi
4 Team resilience in organizations: a conceptual and theoretical discussion
of a team-level concept 39
Silja Hartmann, Matthias Weiss and Martin Hoegl
5 Reframing resilience on novelty and change 53
Maria Laura Frigotto
6 Negotiation resilience: a framework for understanding how negotiators
respond to adversity 70
Lukas Neville, Brianna Barker Caza and Mara Olekalns
PART III RESILIENCE PROCESSES AND DYNAMICS
7 Emotion regulation as a process to foster resilience 86
Sophie A. Kay and Kelsey L. Merlo
8 From parts to whole: a place for individual tacit knowledge in
organizational adaptability and resilience 102
John Paul Stephens
9 The resilience of entrepreneurs in developing economies 116
Thomas E. Becker and Jean D. Kabongo
10 Organizational resilience: a social exchange perspective 131
Morela Hernandez, Scott Baker, Megan Hess and Jared Harris
11 Unpacking the critical role of firms in community resilience 153
Martina Linnenluecke and Brent McKnight
12 Enriching our conceptual and practical understanding of resilience
through the lens of black women at work 167
Erica M. Johnson, Samantha E. Erskine and Laura Morgan Roberts
13 The unfolding process of organizational resilience in a diversity crisis:
a case study of racial incidents at the University of Missouri 180
Courtney L. McCluney, Lynn Perry Wooten and Erika Hayes James
PART IV RESILIENCE ANTECEDENTS AND OUTCOMES
14 Learning routines that build organizational resilience 203
D. Christopher Kayes and Jeewhan Yoon
15 Lost person behavior as an antecedent to resilience 214
Lisa Jones Christensen, Scott C. Hammond and Merilee Larsen
16 What makes work teams resilient? An overview of resilience processes
and cross-level antecedents 232
Sebastian Raetze
17 The effects of individual resilience on organizational citizenship behavior
in contemporary public administration: a dual pathway model 247
Dimitrios Karolidis, Fotis Vouzas and Elena Antonacopoulou
18 Resilience and organizational culture: a competing values perspective 261
Edward H. Powley and Kim S. Cameron
19 Interpreting the nightmare of Fukushima’s superintendent: sensemaking
in extreme situations 275
Sébastien Travadel and Franck Guarnieri
20 Resilience of inter-organizational systems 299
Julie Chesley and Victoria D’Avella
21 Organizational resilience in action: a study of a large-scale
extended-disaster setting 320
Bernard Walker, Sanna Malinen, Katharina Näswall,
Venkataraman Nilakant and Joana Kuntz
PART V CONCLUSION
22 Conceptualizing the who, what, when, where, why and how of resilience
in organizations 338
Brianna Barker Caza, Michelle A. Barton, Marlys K. Christianson
and Kathleen M. Sutcliffe
Index 354
