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dc.contributor.authorStokes, Peteren
dc.contributor.authorSmith, Simonen
dc.contributor.authorWall, Tonyen
dc.contributor.authorMoore, Neilen
dc.contributor.authorRowland, Carolineen
dc.contributor.authorWard, Tonyen
dc.contributor.authorCronshaw, Sueen
dc.date.accessioned2018-05-15T09:09:29Z
dc.date.available2018-05-15T09:09:29Z
dc.date.issued2018-05-17
dc.identifier.citationStokes, 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. 1287-1322en
dc.identifier.issn0958-5192
dc.identifier.urihttp://hdl.handle.net/2086/16168
dc.descriptionThe file attached to this record is the author's final peer reviewed version.en
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.en
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.subjectResilienceen
dc.subjectOrganizational Ambidexterityen
dc.subjectExtremesen
dc.subjectMicro-momentsen
dc.subjectHRM practicesen
dc.titleResilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for Strategic HRMen
dc.typeArticleen
dc.identifier.doihttps://doi.org/10.1080/09585192.2018.1474939
dc.peerreviewedYesen
dc.funderN/Aen
dc.projectidN/Aen
dc.cclicenceCC-BY-NCen
dc.date.acceptance2018-05-10en
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en


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