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    Resilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for Strategic HRM

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    Resilience and the (Micro-) Dynamics of Organizational Ambidexterity - [5].docx (153.1Kb)
    Date
    2018-05-17
    Author
    Stokes, Peter;
    Smith, Simon;
    Wall, Tony;
    Moore, Neil;
    Rowland, Caroline;
    Ward, Tony;
    Cronshaw, Sue
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    Abstract
    In 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.
    Description
    The file attached to this record is the author's final peer reviewed version.
    Citation : Stokes, P., Smith, S, Ward, T., Moore, N., Rowland, C., Ward, T. and Cronshaw, S. (2018) Resilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for Strategic HRM. International Journal of Human Resource Management, 30 (8), pp. 1287-1322
    URI
    http://hdl.handle.net/2086/16168
    DOI
    https://doi.org/10.1080/09585192.2018.1474939
    ISSN : 0958-5192
    Research Institute : Centre for Enterprise and Innovation (CEI)
    Peer Reviewed : Yes
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