Designing a Strategic Restructuring Implementation Framework for Organisational Resilience: Insights from an Engineering and Technology Firm

Pickles, M Designing a Strategic Restructuring Implementation Framework for Organisational Resilience: Insights from an Engineering and Technology Firm. Journal of Information Systems Engineering and Management (JISEM. ISSN 2468-4376 (Accepted)

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Abstract

In the face of ongoing technological disruption and global uncertainty, organisational resilience has emerged as a strategic imperative. This study explores the design and implementation of a human-centric restructuring framework to enhance resilience within a global engineering and technology firm. Drawing on qualitative data from 36 semi-structured interviews and 321 employee survey responses, the research identifies core challenges including emotional strain, leadership disconnect, workload imbalance, talent loss, and inadequate planning. Thematic analysis highlights the significant psychological and cultural costs of poorly executed restructuring, especially in the absence of compassionate leadership and strategic alignment. To address these gaps, the study proposes an eight-stage “Re-Focus, Re-Organise, Re-Build” implementation framework grounded in Strategic Human Resource Management (SHRM) and Organisational Resilience Theory. The framework integrates cognitive, behavioural, and relational resilience capabilities with ethical and employee-centred practices, such as inclusive communication, work redesign, and structured talent transitions. By embedding compassion, transparency, and strategic intent throughout the restructuring process, the framework seeks to balance business transformation with human well-being. This approach not only mitigates the unintended consequences of change but also positions organisations to emerge more adaptable and engaged. The findings contribute new insights to the literature on responsible restructuring, offering a practical and theoretically informed model that aligns people practices with long-term organisational health and agility.

Item Type:	Article
Subjects:	H Social Sciences > HF Commerce > HF5001 Business
Divisions:	Liverpool Business School
Publisher:	IADITI - International Association for Digital Transformation and Technological Innovation
Date of acceptance:	2 May 2025
Date of first compliant Open Access:	6 May 2025
Date Deposited:	06 May 2025 13:21
Last Modified:	06 May 2025 13:30
URI:	https://researchonline.ljmu.ac.uk/id/eprint/26307

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