Why resilience managers aren’t resilient, and what human resource management can do about it

Layla Branicki*, Véronique Steyer, Bridgette Sullivan-Taylor

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


Prior resilience research typically focuses on either the individual or the organisational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events and is empirically under-developed. In response, our study inductively theorises about the relationships between individual and organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations. We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience.

Original languageEnglish
Pages (from-to)1261-1286
JournalInternational Journal of Human Resource Management
Issue number8
Early online date31 Oct 2016
Publication statusPublished - 28 Apr 2019

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 31/10/16, available online: http://www.tandfonline.com/10.1080/09585192.2016.1244104


  • conceptual taint
  • dirty jobs
  • human resource management
  • resilience
  • taint management strategies


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