How resilience works.

By D. Coutu. Harvard Business Review, 2002

1,209 citations recorded by the source corpus.

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Citations in the corpus

Adaptive Fit Versus Robust Transformation: How Organizations Respond to Environmental Change (2005, methodology): “Individual cognitive capabilities such as an empowering interpretation of the world (Aitken & Morgan, 1999), a positive perception of experiences (Mallak, 1998), realism (Coutu, 2002), and a tolerance for uncertainty (Mallak, 1998) contribute to organizational sensemaking.”
Emotion Work Revealed by Job Loss Discourse: Backgrounding-Foregrounding of Feelings, Construction of Normalcy, and (Re)instituting of Traditional Masculinities (2003, background): “…self and work environments), identity (direction of career goals), and resilience (ability to overcome career barriers based on self-efficacy, need for achievement, and willingness to take reasonable risks), the critical competencies for managing careers (London, 1998, 2002; see also Coutu, 2002).”
Development and Initial Validation of the Workplace Resilience Inventory (2013, background): “Resiliency will affect one’s reaction to workplace experiences, such that those ‘with more resiliency’ will be better prepared for the challenges ever-present in today’s workplaces (Coutu, 2002).”
Developing the Psychological Capital of Resiliency (2006, background): “A common theme in both clinical and positive psychology is that although resiliency may be dispositional and trait-like, there is considerable evidence that it is also state-like and open to development (e.g., Coutu, 2002; Maddi & Koshaba, 1984; Reivich & Shatte, 2002).”
CEO Positive Psychological Traits, Transformational Leadership, and Firm Performance in High-Technology Start-up and Established Firms (2009, background): “, Block & Kremen, 1996; Wagnild & Young, 1993) and has been shown to be applicable and related to performance in the workplace (Coutu, 2002; Luthans et al., 2005; Luthans, Vogelgeslang, & Lester, 2006; Waite & Richardson, 2004).”
Danger Zone Entrepreneurs: The Importance of Resilience and Self–Efficacy for Entrepreneurial Intentions (2014, unknown): “Such learning is made possible through a steadfast acceptance of reality, a deep belief that life is meaningful, and a remarkable ability to improvise (Coutu, 2002).”
Governmental financial resilience under austerity in Austria, England and Italy: How do local governments cope with financial shocks? (2017, background): “This view focuses on recovery, robustness under enormous stress, and the ability of bouncing back to an original state (Altintas and Royer 2009; Bhamra et al. 2011; Boin and McConnell 2007; Boin and Van Eeten 2013; Coutu 2002; Davoudi 2012; Duit 2016).”
Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance (2016, background): “For instance, an organization that allows its employees to gain meaning and satisfaction from their work may be providing another vehicle in which positive feelings can be created around ordinary events (Coutu 2002).”
Recognition and development of hope for South African organizational leaders (2004, background): “Considerable research work in clinical and positive psychology suggests that highly resilient individuals tend to be more effective in a variety of life experiences, including good adjustment and development under a variety of lifecourse threatening conditions (Block and Kremen, 1996; Coutu, 2002; H”
Psychological capital: A positive resource for combating employee stress and turnover (2009, background): “There is considerable evidence that resilience, once believed to be a rare dispositional trait, is statelike and open to development (e.g., Bonanno, 2004; Coutu, 2002; Masten & Reed, 2002; Youssef & Luthans, 2005).”
Psychological capital development: toward a micro-intervention (2006, unknown): “For example, in summarizing the clinical research, Coutu (2002) found that resilient people are characterized by a staunch view of reality.”
The Development, Validation, and Practical Application of an Employee Agility and Resilience Measure to Facilitate Organizational Change (2017, background): “In fact, one of the hallmarks of highly resilient individuals is the ability to emerge from setbacks stronger than before the challenging event or situation (Coutu, 2002; Reivich, Seligman, &McBride, 2011; Seligman, 2011).”
Positive Organizational Behavior in the Workplace (2007, background): “…is measurable (e.g., Block & Kremen, 1996; Wagnild & Young, 1993) and has been shown to be applicable and related to performance in the workplace (Coutu, 2002; Harland, Harrison, Jones, & Reiter- Palmon, 2005; Luthans et al., 2005; Luthans, Vogelgesang, & Lester, 2006; Waite &, Richardson, 2004;…”
Impact of psychological capital on innovative performance and job stress (2015, background): “Finally, resilience helps individuals become flexible and adaptable during highly uncertain situations (Coutu, 2002).”