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