Research Handbook on Organizational Resilience (Research Handbooks in Business and Management series)

"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"-- Provided by publisher Contents List of contributors PART I: INTRODUCTION 1 Introduction: framing resilience research • Edward H. Powley PART II: NATURE OF RESILIENCE 2 Resilience capacity, processes and demonstration at the employee, team and organizational levels: a multilevel perspective • Thomas W. Britt and Gargi Sawhney 3 Resilient personality: is grit a source of resilience? • Arran Caza, Brianna Barker Caza and Mehri E. Baloochi 4 Team resilience in organizations: a conceptual and theoretical discussion of a team-level concept • Silja Hartmann, Matthias Weiss and Martin Hoegl 5 Reframing resilience on novelty and change • Maria Laura Frigotto 6 Negotiation resilience: a framework for understanding how negotiators respond to adversity • Lukas Neville, Brianna Barker Caza and Mara Olekalns PART III: RESILIENCE PROCESSES AND DYNAMICS 7 Emotion regulation as a process to foster resilience • Sophie A. Kay and Kelsey L. Merlo 8 From parts to whole: a place for individual tacit knowledge in organizational adaptability and resilience • John Paul Stephens 9 The resilience of entrepreneurs in developing economies • Thomas E. Becker and Jean D. Kabongo 10 Organizational resilience: a social exchange perspective • Morela Hernandez, Scott Baker, Megan Hess and Jared Harris 11 Unpacking the critical role of firms in community resilience • Martina Linnenluecke and Brent McKnight 12 Enriching our conceptual and practical understanding of resilience through the lens of black women at work • 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 • Courtney L. McCluney, Lynn Perry Wooten and Erika Hayes James PART IV: RESILIENCE ANTECEDENTS AND OUTCOMES 14 Learning routines that build organizational resilience • D. Christopher Kayes and Jeewhan Yoon 15 Lost person behavior as an antecedent to resilience • Lisa Jones Christensen, Scott C. Hammond and Merilee Larsen 16 What makes work teams resilient? An overview of resilience processes and cross-level antecedents • Sebastian Raetze 17 The effects of individual resilience on organizational citizenship behavior in contemporary public administration: a dual pathway model • Dimitrios Karolidis, Fotis Vouzas and Elena Antonacopoulou 18 Resilience and organizational culture: a competing values perspective • Edward H. Powley and Kim S. Cameron 19 Interpreting the nightmare of Fukushima’s superintendent: sensemaking in extreme situations • Sébastien Travadel and Franck Guarnieri 20 Resilience of inter-organizational systems • Julie Chesley and Victoria D’Avella 21 Organizational resilience in action: a study of a large-scale extended-disaster setting • 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 • Brianna Barker Caza, Michelle A. Barton, Marlys K. Christiansonand Kathleen M. Sutcliffe Index 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. Contributors include: E. Antonacopoulou, S. Baker, M.E. Baloochi, B. Barker Caza, M.A. Barton, T.E. Becker, T.W. Britt, K.S. Cameron, A. Caza, J. Chesley, M. Christianson, V. D'Avella, S. Erskine, M.L. Frigotto, F. Guarnieri, S.C. Hammond, J. Harris, S. Hartmann, E. Hayes 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 "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"-- Résumé de l'éditeur.