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Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

Stokes, P, Smith, S, Wall, 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. ISSN 0958-5192

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Abstract

In the twenty-first century, resilience has emerged as a seminal and 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. © 2018 Informa UK Limited, trading as Taylor & Francis Group

Item Type: Article
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Human Resource Management on 17/05/2018, available online: http://www.tandfonline.com/10.1080/09585192.2018.1474939
Uncontrolled Keywords: 1503 Business And Management, 1505 Marketing
Subjects: H Social Sciences > HF Commerce > HF5001 Business
H Social Sciences > HF Commerce > HF5001 Business > HF5410 Marketing. Distribution of Products
Divisions: Liverpool Business School
Publisher: Taylor & Francis
Date Deposited: 09 Oct 2018 10:32
Last Modified: 10 Oct 2018 12:21
DOI or Identification number: 10.1080/09585192.2018.1474939
URI: http://researchonline.ljmu.ac.uk/id/eprint/9443

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