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This study examines the effects of contextual dimensions and adversity types on processes for team resilience and factor underlying these processes. Based on 48 in-depth-interviews with members of 16 project teams, participants provided broad insights into the diverse ways adversities are encountered in project-based teams nested in business and aca-demic organizations. Results confirm and enrich existing knowledge on enablers and con-crete processes of team resilience. At the same time, our work highlights the need for fu-ture research to more fully consider contextual dimensions and their impact on team resili-ence and the complexity inherent in such considerations of context. From these findings, we draw fruitful managerial implications for practitioners.
Although there are preliminary indications that resilience is a key capability for women on their way to leadership, research in this context is extremely rare. In particular, there is a lack of empirical studies on the specific role of resilience in achieving top leadership positions and on the factors that help to develop high levels of resilience. To narrow this research gap, we provide an exploratory interview study. We conducted 52 in-depth, semi- structured interviews with women leaders from upper, middle, and lower leadership positions in different industrial sectors. Based on our qualitative content analysis, we identify women’s main challenges on their way to leadership, resilience factors in three categories (experiential, individual, and contextual factors), and opportunities for promoting resilience. Our study contributes to women leaders and (women) leaders’ resilience research and offers a substantial starting point for future empirical research. Furthermore, it provides insights into the development of women leaders’ resilience in practice."
Organizations today operate in an increasingly complex and turbulent world in which unexpected events are omnipresent. Thus, they need to develop resilience capabilities to manage unexpected disruptions, maintain high performance, and even thrive and grow. In research, there are preliminary indications that diversity could play an important role in the development of resilience in organizations. However, although there are numerous studies on both resilience and diversity, the connection between the two constructs remains largely unexplored. Our paper aims to narrow this research gap by answering the following questions: What role does diversity play in the development of organizational resilience? What does this mean for resilience-enhancing diversity management? To answer these questions, we link existing research on elements of organizational resilience and outcomes of diversity in organizations. By developing a theoretical framework, formulating propositions, and discussing implications for further research, this paper provides a foundation for future empirical research. Moreover, it offers useful insights into the successful management of organizational resilience.
In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crises, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, there is little consensus about what resilience actually means and how it is composed. More knowledge is particularly needed about organizational capabilities that constitute resilience, as well as conditions for their development. This paper aims to make a contribution to this heterogeneous research field by deepening the understanding of the complex and embedded construct of organizational resilience. We conceptualize resilience as a meta-capability and decompose the construct into its individual parts. Inspired by process-based studies, we suggest three successive resilience stages (anticipation, coping, and adaptation) and give an overview of underlying capabilities that together form organizational resilience. Based on this outline, we discuss relationships and interactions of the different resilience stages as well as main antecedents and drivers. We formulate propositions that can act as a foundation for future empirical work.