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Extending the Conversation: Employee Resilience at the Team Level

Published online by Cambridge University Press:  04 July 2016

Deanna M. Kennedy ,
Lauren Blackwell Landon  and
M. Travis Maynard
Deanna M. Kennedy*
Affiliation:
School of Business, University of Washington Bothell
Lauren Blackwell Landon
Affiliation:
Wyle Science, Technology and Engineering Group, Houston, Texas
M. Travis Maynard
Affiliation:
Department of Management, Colorado State University
*
Correspondence concerning this article should be addressed to Deanna M. Kennedy, School of Business, University of Washington Bothell, 18115 Campus Way NE, Bothell, WA 98011. E-mail: deannak@uw.edu
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Extract

In the focal article, Britt, Shen, Sinclair, Grossman, and Klieger (2016) are rightfully concerned that the topic of resilience may become a “quicksand” term that is used by different audiences in different manners. However, we are more optimistic than the authors of the focal article, as several researchers at the team level of analysis have outlined frameworks that have attempted to tease apart team resilience from related constructs such as adaptation. Likewise, such work has also provided a deeper understanding of the factors that serve as antecedents to team resilience and adaptation, as well as how both constructs can shape subsequent team outcomes. Accordingly, the “sand” is starting to congeal at the team level of analysis, and we bring in these insights to extend the conversation about resilience.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 466 - 475
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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