HOW NETWORK CONFIGURATIONS CONTRIBUTE TO ORGANISATIONAL RESILIENCE - A qualitative case study of how organisational resilience operates

Abstract

Purpose: The purpose of this study is to investigate and identify what network configurations contribute to organisational resilience. Particular focus is directed to the HR-function’s role and function in promoting organisational resilience. Theory: This study relies on two theoretical frameworks. Firstly, the organisational resilience scale as presented by Kantur & Iseri-say (2015) has been used as a means to identify traits associated with organisational resilience. Secondly, social network analysis has been employed to discern how these traits are present and operated within the relational ties that together constitute the network configuration being studied. In regard to social network analysis, four overarching research traditions have been used: formal/informal ties, strong/weak ties, structural holes and social capital. Method: A qualitative approach has been assumed in which semi-structured in-depth interviews have been utilised. Two sets of respondents have served as informants: co-workers and HR-professionals. The setting for the study is a multinational corporation. Result: Whereas leaders and HR-professionals fulfil similar roles as effective sources of nonredundant knowledge, which proved valuable in the context of pursuing organisational resilience, team members had another primary purpose. Their contribution towards organisational resilience is discernible in their ability to produce social capital which in turn empower employees to enact practices associated with resilience. However, the findings also indicate that leaders and HR-professionals assist in the production of social capital. In doing so, this study extends the notion that the HR-function’s value in establishing organisational resilience is expressed in its ability to establish a desirable human capital, by also highlighting the function’s contributive role in securing a strong social capital. Further, this study also critiques and expands the organisational resilience scale (Kantur & Iseri-say, 2015) and question a fundamental research paradigm in social network theory relating to the distinction made between strong and weak ties.