Title: Learning strategies for building organisational resilience

Authors: Stephanie K. Douglas; Gordon Haley

Addresses: Department of Management and Technology, Embry-Riddle Aeronautical University, 1 Aerospace Dr., Daytona Beach, FL 32114, USA ' Department of Management and Technology, Embry-Riddle Aeronautical University, 1 Aerospace Dr., Daytona Beach, FL 32114, USA

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.

Keywords: organisational resilience; organisational learning; knowledge capital; strategic human resource management; SHRM.

DOI: 10.1504/IJLIC.2024.137580

International Journal of Learning and Intellectual Capital, 2024 Vol.21 No.2, pp.202 - 218

Received: 13 Dec 2022
Accepted: 19 Jul 2023
Published online: 26 Mar 2024 *

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