Learning strategies for building organisational resilience
by Stephanie K. Douglas; Gordon Haley
International Journal of Learning and Intellectual Capital (IJLIC), Vol. 21, No. 2, 2024

Abstract: Organisations face increasing disruptions, changes, and uncertainties through the rapid shifts in the economy and business environment making a capacity for resilience necessary to survive and thrive in such adverse conditions. Organisational resilience requires human resource management strategies must support individual knowledge, skills, and ability development through organisational learning. Using the resource-based and dynamic capabilities views as a theoretical foundation in conducting this conceptual analysis, current research on organisational learning and strategic human resource management is analysed and categorised, identifying logical relationships and contributions to organisational resilience. The findings identified that the capacity of an organisation's resilience is developed through organisational learning dimensions that are leveraged through human re source management strategies. The organisational learning dimensions of knowledge acquisition, knowledge distribution, knowledge interpretation, and organisational memory can be fostered through human resource management strategies and then aggregated to the organisational level to build resilience.

Online publication date: Tue, 26-Mar-2024

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