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dc.contributor.authorStokes, Peter*
dc.contributor.authorSmith, Simon M.*
dc.contributor.authorWall, Tony*
dc.contributor.authorMoore, Neil*
dc.contributor.authorRowland, Caroline A.*
dc.contributor.authorWard, Tony*
dc.contributor.authorCronshaw, Suzanne*
dc.date.accessioned2018-05-25T12:21:31Z
dc.date.available2018-05-25T12:21:31Z
dc.date.issued2018-05-17
dc.identifier.citationStokes, P., Smith, S., Wall, T., Moore, N., Rowland, C., Ward, T., & Cronshaw, S. (2018). Resilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for Strategic HRM. The International Journal of Human Resource Management, 30(8), 1287-1322.
dc.identifier.issn0958-5192
dc.identifier.doi10.1080/09585192.2018.1474939
dc.identifier.urihttp://hdl.handle.net/10034/621153
dc.descriptionThis is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 17/05/18, available online: https://www.tandfonline.com/doi/full/10.1080/09585192.2018.1474939
dc.description.abstractIn the twenty-first century, resilience has emerged as an important topic linked to calls for adaptability, well-being and organizational performance. Extant strategic human resource management (HRM) literature and practices have developed many insights into resilience. However, overall, they have a propensity to conceptualise resilience as being associated with ‘macro-’ and ‘extreme’ situations. This paper complements the prevailing perspective by developing a micro-focus on resilience through the conceptual framework of organizational ambidexterity surfacing under-examined individual resilience in connection with HRM practices. Methodologically, the paper adopts a qualitative approach presenting data from two illustrative contexts: an ‘everyday’ quasi-governmental institution and a prima facie ‘extreme’ pan-international military organization. Using template analysis, a number of valuable themes and similarities are identified. The findings and discussion underline the managerial challenges in handling organizational ambidextrous dynamics and tensions surrounding resilience, positive and sceptical approaches in relation to individual and organizational stances towards HRM practices. As such, the results point at value in HRM managers and practices recontextualising and appreciating ‘extremes’ and resilience more as an everyday (rather than exceptional) phenomenon wherein myriad micro-moments are highly significant in constructing and influencing macro-contexts. This also implies a need to see cynical resistance as normative rather than automatically negatively.
dc.language.isoenen
dc.publisherTaylor & Francis
dc.relation.urlhttps://www.tandfonline.com/doi/full/10.1080/09585192.2018.1474939
dc.subjectResilience
dc.subjectOrganizational ambidexterity
dc.subjectExtremes
dc.subjectHRM practices
dc.subjectMicro-moments
dc.titleResilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for Strategic HRM
dc.typeArticle
dc.identifier.eissn1466-4399
dc.contributor.departmentUniversity of Chester; University of Winchester; University of Central Lancashire; Liverpool Hope Universityen
dc.identifier.journalThe International Journal of Human Resource Managementen
dc.internal.reviewer-noteChecking version with author SM 25/05/18en
dc.date.accepted2018-04-24
or.grant.openaccessYesen
rioxxterms.funderInternally fundeden
rioxxterms.identifier.projectQR Grant, Wall, 2016en
rioxxterms.versionAMen
rioxxterms.versionofrecordhttps://doi.org/10.1080/09585192.2018.1474939
rioxxterms.licenseref.startdate2019-11-17
html.description.abstractIn the twenty-first century, resilience has emerged as an important topic linked to calls for adaptability, well-being and organizational performance. Extant strategic human resource management (HRM) literature and practices have developed many insights into resilience. However, overall, they have a propensity to conceptualise resilience as being associated with ‘macro-’ and ‘extreme’ situations. This paper complements the prevailing perspective by developing a micro-focus on resilience through the conceptual framework of organizational ambidexterity surfacing under-examined individual resilience in connection with HRM practices. Methodologically, the paper adopts a qualitative approach presenting data from two illustrative contexts: an ‘everyday’ quasi-governmental institution and a prima facie ‘extreme’ pan-international military organization. Using template analysis, a number of valuable themes and similarities are identified. The findings and discussion underline the managerial challenges in handling organizational ambidextrous dynamics and tensions surrounding resilience, positive and sceptical approaches in relation to individual and organizational stances towards HRM practices. As such, the results point at value in HRM managers and practices recontextualising and appreciating ‘extremes’ and resilience more as an everyday (rather than exceptional) phenomenon wherein myriad micro-moments are highly significant in constructing and influencing macro-contexts. This also implies a need to see cynical resistance as normative rather than automatically negatively.
rioxxterms.publicationdate2018-05-17


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