Academic Journal
Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic
| العنوان: | Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic |
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| المؤلفون: | Kim, Jungsik, Lee, Hun Whee, Chung, Goo Hyeok |
| المصدر: | Journal of Organizational Change Management ; volume 37, issue 1, page 92-115 ; ISSN 0953-4814 |
| بيانات النشر: | Emerald |
| سنة النشر: | 2023 |
| الوصف: | Purpose Since the outbreak of the COVID-19 pandemic, most organizations have experienced a sudden and unprecedented drop in revenue and productivity. However, the pandemic did not exclusively negatively impact organizations; rather, it resulted in both negative and positive effects. To delve into the multi-level process through which organizational outcomes change from negative to positive indicators, this study focuses on organizational resilience as a theoretical concept to overcome pandemic-related turmoil. Design/methodology/approach The authors conducted a multi-level analysis based on grounded theory with a sample of 30 healthcare employees who worked in hospitals and were simultaneously enrolled in a part-time master of business administration (MBA) program at a university in the Midwest. Of the 30 participants, 21 were from a single university hospital (UH), and the remaining 9 participants were from other hospitals (non-UH). Findings The authors analyzed the data and incorporated three existing perspectives of organizational resilience (attribute, process and multi-level views) into an integrated model. The authors identified 25 first-order concepts and 8 second-order themes and categorized them into 4 aggregate dimensions at different unit levels: organizational field, leadership, operation and individual units. Practical implications A resilient hospital operates as a cohesive system, with entities at various levels – from individuals and teams to the broader organization – collaborating seamlessly to foster resilience. Top management team (TMT) should persistently communicate with employees to provide information about the current crisis and clear strategic directions to reduce employees' fear and prevent anomie stemming from future uncertainty. Managers should not only be concerned about employees' physical safety from infection and psychological safety from isolation but also encourage employees to elicit meaningfulness from their work. Furthermore, TMT and human resource (HR) teams should adapt ... |
| نوع الوثيقة: | article in journal/newspaper |
| اللغة: | English |
| DOI: | 10.1108/jocm-05-2023-0160 |
| DOI: | 10.1108/JOCM-05-2023-0160/full/xml |
| DOI: | 10.1108/JOCM-05-2023-0160/full/html |
| الاتاحة: | http://dx.doi.org/10.1108/jocm-05-2023-0160 https://www.emerald.com/insight/content/doi/10.1108/JOCM-05-2023-0160/full/xml https://www.emerald.com/insight/content/doi/10.1108/JOCM-05-2023-0160/full/html |
| Rights: | https://www.emerald.com/insight/site-policies |
| رقم الانضمام: | edsbas.A8BCFBDD |
| قاعدة البيانات: | BASE |
| DOI: | 10.1108/jocm-05-2023-0160 |
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