What makes work teams resilient? An overview of resilience processes and cross-level antecedents

Raetze, Sebastian

doi:10.4337/9781788112215.00024

Cited by 5 publications

(7 citation statements)

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“…We also argue that future research should better differantiate between types of resilience processes concerned with different temporal perspectives, targeted outcome trajectories, and mechanisms. Building on recent conceptual work in organization-related resilience research (e.g., Duchek, 2020; Raetze, 2020), process taxonomies from team research (Marks et al, 2001), and understandings of crisis as process (e.g., Roux-Dufort, 2016; Williams et al, 2017), we suggest three central types of resilience processes: First, we argue that processes focused on reducing the impact (i.e., disruptions) caused by a trigger event are an important element of resilience demonstration. Only a few studies have explicitly highlighted such processes, yet this idea is inherent in a broad range of conceptual definitions within the organization-related resilience literature, which focus on minimizing or absorbing the impact of an adverse event (e.g., Fisher et al, 2019).…”

Section: Integration Of Organization-related Resilience Researchmentioning

confidence: 94%

Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis.

Raetze¹,

Duchek²,

Maynard³

et al. 2022

Journal of Applied Psychology

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Resilience is a topic of growing interest in the literature focused on organizations. There is an extensive research on resilience but it is embedded in a variety of disconnected literatures that have developed in different research fields, involving varying levels of analysis and different subconstructs. This has resulted in a general confusion surrounding the concept of resilience and its relationship to similar constructs. In this paper, we synthesize this fragmented literature to better understand organization-related resilience and set the stage for future work in this area. First, based on a bibliographic coupling analysis of 1,667 articles, we identify 10 historical clusters that have shaped this domain and highlight how these clusters have developed over time. Second, drawing on recommendations for how research can develop high-quality concept definitions, we analyze subconstructs, conceptual definitions, and measures applied in this domain. Third, we distinguish resilience from related constructs. Overall, our synthesis revealed that resilience is an important and distinct concept in organization-related research. In spite of this, the field has suffered from the presence of a jinglejangle fallacy, which means that existing conceptualizations of resilience assign different meanings to this label, while at the same time various subconstructs exist. Thus, fourth, we develop a framework integrating the broad literature of organization-related resilience into three distinct themes of research that offer different insights into how entities across levels deal with adversity. In an attempt to provide guidance for research that builds upon this review, we conclude with an agenda for future investigations.

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Section: Integration Of Organization-related Resilience Researchmentioning

confidence: 94%

Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis.

Raetze¹,

Duchek²,

Maynard³

et al. 2022

Journal of Applied Psychology

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“…Although we agree that a lack of conceptual clarity comes with various problems, we also believe that this broad range of understandings reflects both the complexity of the resilience phenomenon and the different valuable perspectives applied across domains and levels of analysis. Thus, in line with recent conceptual work at single levels of analysis (e.g., Britt et al, 2016; Duchek, 2020; Raetze, 2020), we call for a more holistic understanding of resilience that incorporates existing conceptualizations. More precisely, we believe that resilience is demonstrated when entities maintain or regain functioning in the face of adversity (i.e., resilience as an outcome), that successfully dealing with adversity triggers depends on effective resilience mechanisms (i.e., resilience as process), and that such processes are fueled by a broad range of internal and external resources (i.e., resilience as a trait, bundle of resources, capacity, or emergent state).…”

Section: Agenda For Future Researchmentioning

confidence: 57%

“…From a methodological view, team resilience research was empirically driven for many years, including both survey-based (i.e., mainly cross-sectional) and qualitative (i.e., interviews and observations) work focusing on a broad range of team types. Recently, management scholars started to offer more detailed conceptual considerations by integrating recent findings into the nomological network of team research (e.g., Raetze, 2020; Stoverink et al, 2020).…”

Section: Team-level Resilience Literature Reviewmentioning

confidence: 99%

“…Morgan et al (2013) offered the most widely used process definition of team resilience “as a dynamic, psychosocial process which protects a group of individuals from the potential negative effect of the stressors they collectively encounter” (p. 552). Recently, conceptual work building on the input-mediator-output-input framework (Ilgen, Hollenbeck, Johnson, & Jundt, 2005) offered more nuanced insights into different transition, action, and interpersonal processes (Marks et al, 2001), which resilient teams can apply before, during, and after adverse events (e.g., Raetze, 2020; Stoverink et al, 2020).…”

Section: Team-level Resilience Literature Reviewmentioning

confidence: 99%

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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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“…In this section, we outline how the prior literature informs the present study. A growing body of research examines resilience among teams (e.g., Chapman et al, 2021; Gucciardi et al, 2018; Hartmann, Weiss, Newman, & Hoegl, 2020; Raetze, 2020), in recognition of the crucial importance of teams to the achievement of most organizational objectives (Humphrey & Aime, 2014). Compared to individual resilience research, team resilience research is at an earlier stage of development, with considerable attention given in recent research to conceptualizing team resilience and theorizing its processes and antecedents (Hartmann, Weiss, & Hoegl, 2020; Raetze, 2020; Raetze et al, 2022).…”

Section: Team Relationship Quality In Team Resiliencementioning

confidence: 99%

Navigating team resilience: A video observation of an elite yacht racing crew

King¹,

Branicki

Norbury

et al. 2023

Applied Psychology

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In this paper, we take a process perspective to inductively theorize how shifting sources of adversity and subjective experiences of team relationship quality influence team resilience across time. Building on the literature, we characterize team resilience as a set of team‐level processes—anticipation, coping, and learning—which can support teams to work interdependently to return to, or beyond, pre‐adversity levels of performance. Despite the rising interest, existing research has tended to be theoretical or exploratory in relation to sources of everyday team adversity. To further understand team resilience, we examine how the characteristics of team resilience unfold across time between a crew of sailors during a challenging multi‐day yacht race and competitive demands. Using video observations and interview data, we explore in real‐time how team resilience processes are (i) shaped by dynamism in the sources of external (environmental) adversity and internal team adversity encountered and (ii) influenced by shifts in the subjective experience of team relationship quality across time. We make two contributions: a novel conceptualization of how external (environmental) adversity and internal team adversity affect team resilience processes across time and a theorization of how relationship quality affects team resilience in the context of shifting adversities.

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What makes work teams resilient? An overview of resilience processes and cross-level antecedents

Cited by 5 publications

References 0 publications

Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis.

Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysis.

Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

Navigating team resilience: A video observation of an elite yacht racing crew

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