Developing a capacity for organizational resilience through strategic human resource management

Resilient organizations thrive despite experiencing conditions that are surprising, uncertain, often adverse, and usually unstable. We propose that an organization\u27s capacity for resilience is developed through strategically managing human resources to create competencies among core employees, that when aggregated at the organizational level, make it possible for organizations to achieve the ability to respond in a resilient manner when they experience severe shocks. We begin by reviewing three elements central to developing an organization\u27s capacity for resilience (specific cognitive abilities, behavioral characteristics, and contextual conditions). Next we identify the individual level employee contributions needed to achieve each of these elements. We then explain how HR policies and practices within a strategic human resource management system can influence individual attitudes and behaviors so that when these individual contributions are aggregated at the organizational level through the processes of double interact and attraction–selection–attrition, the organization is more likely to possess a capacity for resilience

The Benefits of Human Resource Certification: A Critical Analysis and Multi-Level Framework for Research

Despite the huge success of marketing certification to human resources (HR) professionals, does it benefit individuals, employers, and the field of HR? We know very little about whether certification has an impact on any important individual- and organizational-level outcomes. This article provides a brief history of HR certification and its purported benefits. Then we review the literature on perceptions of HR certification, including a survey we conducted with about 190 HR professionals. Finally, we present a multi-level model of hypothesized HR certification effects. In this conceptual framework, which unifies both micro and macro levels of analyses (i.e., individual, unit, organization, and profession), we derive 13 testable propositions to guide future research on the benefits of HR certification.HR certification, Multi-Level Framework for Research

Resilience Capacity and Strategic Agility: Prerequisites for Thriving in a Dynamic Environment

organizational resilience, strategic agility, competitive dynamics

Knowledge Resources, Exploration, and Exploitation: A New Perspective on the Interplay Between Innovation and Application

Knowledge resources are the fundamental ingredients used in exploration and exploitation and an overlooked source of distinction and tension between these two processes. In this paper we use a strategic lens to differentiate evidence-based knowledge resources from tinkerable knowledge resources. This conceptualization provides the basis for a bridge between the literature on the resource-based view of the firm and research into exploration and exploitation. We suggest that an examination of knowledge resources offers a new perspective for understanding exploration and exploitation, and suggests new opportunities for achieving organizational ambidexterity. A proposed model indicates the application consequences of match and mismatch across knowledge resources and knowledge flow activities in terms of exploration and exploitation. An agenda for future research is proposed along with steps that managers can take to develop exploration and exploitation capabilities in their firms by managing their knowledge resources more precisely and effectively.knowledge resources, exploration, exploitation, knowledge management

OBSTACLES TO SUCCESS IN THE WORKPLACE FOR PEOPLE WITH DISABILITIES: A REVIEW AND RESEARCH AGENDA

Our objectives in this paper were to summarize research relevant to obstacles that people with disabilities (PWD) face in the workplace and to identify directions for future research on the topic. We included review, theoretical, and empirical articles in mainstream management journals and those in psychology or rehabilitation journals if they had clear workplace implications. We argue that obstacles identified in prior research may only partially reflect organizational reality. This is because of the heavy reliance on laboratory studies, which we urge researchers to replicate in organizational settings. Better understanding of obstacles will lead to more evidence-based solutions where the payoff is a less exclusionary world in which more individuals are provided opportunities to use their talent for the benefit of all. .Disability, Workplace obstacles, Review

ANDROID: An Inter-disciplinary Academic Network that Promotes Co-operation and Innovation among European Higher Education to Increase Society's Resilience to Disasters

Using knowledge, innovation and education to build a culture of safety and resilience at all levels is one of five priorities for action (PFA) that were identified in the Hyogo Framework for Action (HFA). The responsibility for such capacity building resides largely with educators such as higher education institutes, but the complexity of resilience poses a number of challenges. This paper describes ANDROID, an EU funded international partnership of higher education institutes and key actors in disaster resilience, which has been formed to develop innovative European education. ANDROID is based on an inter-disciplinary consortium of partners that comprises scientists from applied, human, social and natural disciplines. ANDROID set out to achieve this aim through a series of inter-linked projects, identified as work packages and led by a sub-group of international partners. This paper describes these projects and highlights key outputs achieved to date: an inter-disciplinary doctoral school; a survey capturing and sharing innovative approaches to inter-disciplinary working; a survey of European education to map teaching and research programmes in disaster resilience; a survey analysing the capacity of European public administrators to address disaster risk; emerging research and teaching concerns in disaster resilience; and, open educational resources

Identifying useful actions to improve team resilience in information systems projects

Due to today's business environment demands organizations need to create teams to perform work in projects, with quality, within time and budget. Therefore, teams play a very important role in the organizational development, by creating conditions that enable to overcome difficulties and to promote the improvement of the organizational overall performance. Hence the relevance of studying the project teams resilience, identifying the actions that can influence the project development and its final outcomes. The resilience of a team can be defined as the team's ability to deal with problems, overcome obstacles, or resist the pressure of adverse situations, without entering into rupture. This research, focused on team resilience, firstly involved a literature review, followed by brainstorming sessions, resulting in a preliminary list of useful actions to improve project team resilience. Then, a survey was administered in order to identify the most useful actions perceived from the identified list. Completed questionnaires were received from 115 team members of information technologies/information systems projects being developed in an academic setting. By identifying the most useful actions perceived, as those having the highest potential for increasing project team resilience, practitioners and organizations can set their priorities towards improving team resilience. The results showed that the top ten list of useful actions identified is composed by very well-known and recognized actions, such as the promotion of collaboration and solidarity among project team members, and the recognition, appreciation and use of the talents and competencies of each team member.info:eu-repo/semantics/publishedVersio

Defining and characterizing team resilience in elite sport

Objectives: The objectives of this study were to develop a definition of team resilience and to identify the resilient characteristics of elite sport teams. Design and Method: Focus groups consisting of a total of 31 participants were conducted with five elite teams from a range of sports. An interpretive thematic analysis using inductive and deductive reasoning was employed to analyze the data. Results and Conclusions: Team resilience was defined as a dynamic, psychosocial process which protects a group of individuals from the potential negative effect of the stressors they collectively encounter. It comprises of processes whereby team members use their individual and combined resources to positively adapt when experiencing adversity. Findings revealed four main resilient characteristics of elite sport teams: group structure, mastery approaches, social capital, and collective efficacy. This study extends resilience research in sport psychology by providing greater conceptual clarity of resilience at a team level. The implications of the findings for those conducting research in this area and for those consulting with elite sport teams are discussed

Eight Characteristics of Rigorous Multilevel Implementation Research: A Step-by-Step Guide

Background Although healthcare is delivered in inherently multilevel contexts, implementation science has no widely endorsed methodological standards defining the characteristics of rigorous, multilevel implementation research. We identify and describe eight characteristics of high-quality, multilevel implementation research to encourage discussion, spur debate, and guide decision-making around study design and methodological issues. Recommendations Implementation researchers who conduct rigorous multilevel implementation research demonstrate the following eight characteristics. First, they map and operationalize the specific multilevel context for defined populations and settings. Second, they define and state the level of each construct under study. Third, they describe how constructs relate to each other within and across levels. Fourth, they specify the temporal scope of each phenomenon at each relevant level. Fifth, they align measurement choices and construction of analytic variables with the levels of theories selected (and hypotheses generated, if applicable). Sixth, they use a sampling strategy consistent with the selected theories or research objectives and sufficiently large and variable to examine relationships at requisite levels. Seventh, they align analytic approaches with the chosen theories (and hypotheses, if applicable), ensuring that they account for measurement dependencies and nested data structures. Eighth, they ensure inferences are made at the appropriate level. To guide implementation researchers and encourage debate, we present the rationale for each characteristic, actionable recommendations for operationalizing the characteristics in implementation research, a range of examples, and references to make the characteristics more usable. Our recommendations apply to all types of multilevel implementation study designs and approaches, including randomized trials, quantitative and qualitative observational studies, and mixed methods. Conclusion These eight characteristics provide benchmarks for evaluating the quality and replicability of multilevel implementation research and promote a common language and reference points. This, in turn, facilitates knowledge generation across diverse multilevel settings and ensures that implementation research is consistent with (and appropriately leverages) what has already been learned in allied multilevel sciences. When a shared and integrated description of what constitutes rigor is defined and broadly communicated, implementation science is better positioned to innovate both methodologically and theoretically

Understanding implementation research collaborations from a co-creation lens: recommendations for a path forward

Increasing calls within the field of implementation science (IS) research seek to promote active engagement of diverse and often disenfranchised stakeholder voices to increase buy-in, fidelity, outcome relevance, and sustainment of evidence-based practices (EBPs). Including such voices requires cultural humility and the integration of multiple perspectives and values among organizations, groups, and individuals. However, the IS field lacks guidance for researchers on structuring collaborative approaches to promote a co-created process (i.e., synergistic approach to goal attainment). We contend that improved operationalization of co-created implementation collaborations is critical to sparking synergy and addressing differentials based on power, privilege, knowledge, and access to resources among stakeholders. These differentials can undermine future implementation and sustainment efforts if not addressed early in the research effort. An insufficient understanding of the guiding principles of co-created implementation collaborations may limit the scientific value of evaluation processes, and researchers' ability to replicate outcomes. We propose a perspective foregrounded in the concept of co-creation to guide the structuring of implementation collaboratives through five principles. We offer three case examples informed by the Exploration, Preparation, Implementation, Sustainment (EPIS) Framework to illustrate the application of these co-creation principles. Lastly, we offer recommendations for promoting co-creation in IS research moving forward