Why resilience managers aren’t resilient, and what human resource management can do about it
基于对英法组织韧性工作的大规模研究，揭示了组织韧性构建中的微观过程及其对个体韧性的挑战，并探讨了人力资源管理如何促进个体与组织韧性。
Prior resilience research typically focuses on either the individual or the organisational 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 organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations. We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience.