Building a Contextually Agile Workforce
提出情境敏捷性作为一种员工能力，帮助个体在不确定、冲突或模糊的情境中调整行为，并阐述了支撑该能力的六项技能及人力资源系统如何培养和推广这种能力。
ABSTRACT Human resource management (HRM) theory has long recognized that context shapes employee behavior and performance. Less developed is the employee competency through which individuals determine what a given context requires and adjust their behavior accordingly. This article develops contextual agility as a competency needed when expectations, norms, cues, or relationships are unfamiliar, unstable, conflicting, or under‐specified. Under these conditions, routine responses are often insufficient; employees must adapt, recombine, or construct responses that fit the context. I argue that contextual agility operates through three interrelated processes: attentional openness, regulatory flexibility, and response enactment. At the individual level, these processes are supported by six durable skills: curiosity, humility, resilience, tolerance of ambiguity, perspective‐taking, and relationship‐building. The article contributes to HRM theory by specifying contextual agility as a competency that links contextual demands to appropriate behavioral responses, and by explaining how HR systems can select, develop, reinforce, and scale this competency to build a contextually agile workforce.