Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness

By Abraham Carmeli, Yair I. Friedman, Ashler Tishler. 2013

222 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7786e6eb469503c42aaf418635374d2382128e3c

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

From social context and resilience to performance through job satisfaction: A multilevel study over time (2016, background): “However, not all relationships are equally valuable for resilience, since only high quality relationships can facilitate information sharing, collective sense-making, learning processes and problem solving (Carmeli et al., 2013; Paulus and Nijstad, 2003).”
Workplace team resilience: A systematic review and conceptual development (2020, background): “Thus, resilient teams may even show increases in team functioning and enhance their resilience for future events (Carmeli et al., 2013; Dimas et al., 2018).”
Understanding team resilience in the world's best athletes: A case study of a rugby union World Cup winning team. (2015, background): “Furthermore, connectivity to group 7 members has been identified as an important relational mechanism that allows top 8 management teams (TMTs) to respond innovatively to continuously changing environmental 9 demands (see Carmeli et al., 2013).”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “In the same vein, organizational members with high levels of resilience are likely to perceive setbacks and adverse situations as challenges or opportunities for growth (Carmeli et al., 2013).”
Relationship Quality and Virtuousness (2013, background): “Research suggests that high-quality relationships are particularly valuable for resilience because individuals and the teams they comprise are better able to collectively comprehend difficult situations and figure out the best way to deal with them (Carmeli et al., 2013).”
Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance (2016, background): “Furthermore, we assumed that team resilience has a positive relationship with team performance because, compared to less resilient teams, teams with a high level of resilience are likely to come up with more flexible and adaptive responses to adversity, and additionally they tend to use setbacks as ”