Organizational Resilience: Antecedents, Consequences, and Practical Implications – for Managers and Change Leaders ^*

Abstract

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Citation

Shani, O. (2020), "Organizational Resilience: Antecedents, Consequences, and Practical Implications – for Managers and Change Leaders ^* ", Noumair, D.A. and (Rami) Shani, A.B. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 28), Emerald Publishing Limited, Leeds, pp. 127-158. https://doi.org/10.1108/S0897-301620200000028005