Reclaiming resilience and safety: Resilience activation in the critical period of crisis

By E. Powley. 2009

375 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/facdb363f8411b0ecb035fea4655b8f6f4614fdd

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Citations in the corpus

Occupational limbo, transitional liminality and permanent liminality: New conceptual distinctions (2017, methodology): “Similarly highlighting the benefits of liminality, Powley (2009) notes how entering a liminal state at times of organizational conflict and crisis can provide a temporary suspension of social arrangements that allows alternative social structures and changes in relationships to emerge.”
A Critical Review of Scales Used in Resilience Research (2017, neutral): “…academic disciplines (Ledesma, 2014; Bhamra et al., 2011; Djalante, Holley, & Thomalla, 2011) such as individual and organisational psychology (Powley, 2009), supply chain management (Hohenstein, Feisel, Hartmann, & Giunipero, 2015; Tukamuhabwa, Stevenson, Busby, & Zorzini, 2015), strategic…”
Organizational resilience: a capability-based conceptualization (2019, background): “In this context, social resources are often considered as source of organizational resilience (e.g., Gittell et al. 2006; Powley 2009; Sutcliffe and Vogus 2003).”
What we know and do not know about organizational resilience (2018, background): “…Mattila, 2014; Proper & Pienaar, 2011), robustness (Heinicke, 2014; S. Jackson, 2007; Kendra & Wachtendorf, 2002; Pal et al., 2014; Tierney, 2003; Tompkins, 2007) and redundancy (Chopra & Khanna, 2014; Yao Hu et al., 2008; Johnsen & Veen, 2012; Powley, 2009; Tierney, 2003; Winston, 2014).”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “As such, we provide some initial support for the power of relational mechanisms in cultivating resilience (Powley, 2009; Sutcliffe and Vogus, 2003), as well as for the role of strategic decision comprehensiveness in enhancing the capacity to bounce back from setbacks and adapt.”
Understanding compassion capability (2011, background): “…alleviate suffering after an organizational disaster (Dutton et al., 2006), how compassionate witnessing helps activate organizational resilience (Powley, 2009), and how compassionate leadership enables an organization to heal, learn and adapt after a trauma (Dutton et al., 2002; Powley and…”
Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance (2016, background): “Nowadays organizations are faced with diverse risks and potentially adverse situations that threaten the prosperity of the organization and the well-being of its members (Powley 2009).”
Emergent Organizational Capacity for Compassion (2012, background): “, 2004), has focused on collective compassion in response to a single tragedy (Dutton, Worline, Frost, & Lilius, 2006; Powley, 2009; Powley & Cameron, 2008), and has explored the mechanisms that enable repeated acts of compassion across different instances of suffering within a single work unit (Lil”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Resilience has also been conceptualised at the organisational level as the power of organisational units to resume, bounce back or positively adjust to untoward events, disruptions and external shocks (Sutcliffe and Vogus 2003, Gittell et al. 2006, Powley 2009).”
Organisational resilience: development of a conceptual framework for organisational responses (2011, methodology): “This article builds on the work of several authors including Staw et al. (1981), Barnett and Pratt (2000), Sutcliffe and Vogus (2003) and Powley (2009).”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “Powley (2009) also suggested that the relationship factor can activate resilience “through intersecting and interactions that ensure the persistence of relationships within an organization” (p. 1318).”
Does Emotional Intelligence Influence Academic Performance? The Role of Compassion and Engagement in Education for Sustainable Development (2021, background): “Engagement has been framed within numerous studies in the field of well-being at work over the last two decades (see Schaufeli and Bakker [52] for an in-depth review of this concept), but it has also been applied in academic contexts [50,53].”
Compassion revealed: What we know about compassion at work (and where we need to know more) (2011, background): “For instance, some scholars have shown how the temporary suspension of work-related demands may allow employees to manage debilitating anxiety (Kahn, 2001) and readjust psychologically and emotionally following a traumatic experience (Powley, 2009).”