Innovation Resilience Behavior and Critical Incidents: Validating the Innovation Resilience Behavior-Scale with Qualitative Data

Oeij, P.R.A.; Dhondt, Steven; Gaspersz, Jeff B.R.; Vuuren, Tinka van

doi:10.1177/875697281704800504

Cited by 22 publications

(18 citation statements)

References 8 publications

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“…Table provides an overview of the six different self‐report measurement instruments that have been used or developed in the articles on team resilience in the workplace we reviewed. In five of these empirical studies, team resilience was operationalised as a shared team capacity (Carmeli et al, ; Meneghel et al, ; Meneghel, Salanova, & Martínez, ; Oeij, Dhondt, Gaspersz, & van Vuuren, ; Stephens et al, ). Carmeli et al () and Stephens et al () designed new team resilience measurement scales.…”

Section: Team Resilience In the Workplacementioning

confidence: 99%

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Resilience in the Workplace: A Multilevel Review and Synthesis

et al. 2019

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In an increasingly dynamic business environment, the concept of resilience is fundamental to understanding how employees successfully handle adversity. Yet, the operationalisation of the concept, the factors which lead to its development, and how and why it influences outcomes of interest to organisations are issues still under debate in the literature. In this article, we address these debates by undertaking a critical review of research on resilience in the workplace at both the individual and team levels. We pinpoint different conceptualisations of resilience and highlight how resilience has been measured in extant quantitative work. Further, we provide a systematic literature review of empirical work on the antecedents and outcomes of resilience at the individual and team levels, as well as conduct a review of work that has introduced resilience as a moderator or mediator. In doing so, we highlight theoretical approaches that have been adopted to study resilience in the workplace. Based on our review of the extant empirical work on resilience, we develop a roadmap for future research. In particular, we pinpoint relevant theoretical approaches that help us understand the mechanisms underlying the development and outcomes of resilience and highlight opportunities for empirical advancement of the literature.

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Section: Team Resilience In the Workplacementioning

confidence: 99%

“…The authors aggregated resilience at the individual level to reflect the team level. Finally, Oeij et al () relied on a measurement instrument that Oeij () had developed for teams based on Vogus and Sutcliffe ().…”

Section: Team Resilience In the Workplacementioning

confidence: 99%

Resilience in the Workplace: A Multilevel Review and Synthesis

et al. 2019

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“…Carmeli et al (2013) leveraged a two-dimensional scale measuring team resilience-adaptive capacity and resilience-efficacious beliefs (i.e., an emergent state). Moreover, measures of team resilience as a set of attributes (e.g., McEwen & Boyd, 2018;Sharma & Sharma, 2016) and as a process (Oeij, Dhondt, Gaspersz, & Van Vuuren, 2017) have been developed, but not used in empirical studies thus far.…”

Section: Conceptualization Of Team-level Resiliencementioning

confidence: 99%

Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

Raetze

Duchek

Maynard

et al. 2021

Group & Organization Management

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The interest of organization and management researchers in the resilience concept has steadily grown in recent years. Although there is consensus about the importance of resilience in organizational contexts, many important research questions remain. For example, it is still largely unclear how resilience functions at different levels of analysis in organizations and how these various levels interact. In this special issue, we seek to advance knowledge about the complex resilience construct. For laying a foundation, in this editorial introduction we offer an integrative literature review of previous resilience research at three different levels of analysis (i.e., individual, team, and organization). Furthermore, we demonstrate what is already known about resilience as a multilevel construct and interactions among different resilience levels. Based on the results of our literature review, we identify salient research gaps and highlight some of the more promising areas for future research on resilience. Finally, we present an overview of the articles in this special issue and highlight their contributions in light of the gaps identified herein.

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“…Other resilience focused PM research includes an examination of supply chain resilience in inter-organisational projects ( Thomé et al., 2016 ; Naderpajouh et al., 2015 ); psychological resilience and wellbeing of leaders, communities, and small teams ( Zemba et al., 2019 ) as well as individual project employees ( Turner et al., 2019 ). A slightly more specialized sub-set of articles focuses on innovative ( Oeij et al., 2017 ; Todt et al., 2019 ) and explorative projects ( Wied et al., 2020 ), all dealing with the dilemma of flexible organising and creative manoeuvring.…”

Section: Projects and The Concept Of Resiliencementioning

confidence: 99%

Resilience and projects: An interdisciplinary crossroad

Naderpajouh

Matinheikki

Keeys³

et al. 2020

Project Leadership and Society

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Research communities across multiple disciplines have demonstrated an increasing concern about variations in the performance of social-ecological systems. In response to this concern, holistic research on resilience explores explanations for the performance of the systems under both predictable and unknown stressors and shocks. Embedded in broader systems, projects - which often involve a broad range of uncertainty and variability in performance outcomes - provide a fertile context in which to study resilience. On the other hand, projects involve temporary organising that is crucial in the extreme and changing contexts. In this essay, we frame a roadmap for the new theoretical domain of research at the intersection of resilience and projects. This framework intends to spark new research directions and can be used by scholars to investigate resilience at and across multiple levels-- individuals, groups/teams, projects, organisations, industries, and societies.

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Innovation Resilience Behavior and Critical Incidents: Validating the Innovation Resilience Behavior-Scale with Qualitative Data

Cited by 22 publications

References 8 publications

Resilience in the Workplace: A Multilevel Review and Synthesis

Resilience in the Workplace: A Multilevel Review and Synthesis

Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

Resilience and projects: An interdisciplinary crossroad

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