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How to emerge stronger: Antecedents and consequences of organizational resilience

Published online by Cambridge University Press:  22 March 2019

Alma Rodríguez-Sánchez Open the ORCID record for Alma Rodríguez-Sánchez [Opens in a new window] ,
Jacob Guinot ,
Ricardo Chiva  and
Álvaro López-Cabrales
Alma Rodríguez-Sánchez*
Affiliation:
Universitat Jaume I Castellón, Castellón, Spain
Jacob Guinot
Affiliation:
Universitat Jaume I Castellón, Castellón, Spain
Ricardo Chiva
Affiliation:
Universitat Jaume I Castellón, Castellón, Spain
Álvaro López-Cabrales
Affiliation:
Universidad Pablo de Olavide, Sevilla, Spain
*
*Corresponding author. Email: [email protected]
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Abstract

Organizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.

Keywords

organizational resiliencecorporate social responsibilityorganizational learning capabilityfirm performance
Type
Research Article
Information
Journal of Management & Organization , Volume 27 , Issue 3 , May 2021 , pp. 442 - 459
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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