Aligning Management and Employee Perspectives: A Key to Organizational Resilience in Uncertain Times

Abstract

Previous studies have revealed that organizational resilience can be characterized by their intrinsic ability to maintain and regain a dynamically stable state, enabling them to successfully continue their activities after various shocks or function effectively in an environment of continuing threats. Scholars also highlight the prominence of employee engagement, trust, and commitment to strengthening organizational capacity. However, empirical evidence demonstrates that organizational resilience development patterns are commonly explored from the managerial level rather than the employee viewpoint. Consequently, this research aims to analyze the extent to which perceptions regarding the levels of organizational resilience are perceived equivalently from the standpoint of both management and employees. By gathering the data from 591 respondents and applying the structural equation modelling technique, this study elucidated that different dimensions of organizational resilience are positively interconnected in both groups and that perceptions regarding organizational resilience are similar (CMIN = 3.010; CFI = 0.924; TLI = 0.904 and RMSEA = 0.0041). Meanwhile, exogenous effects confirmed no direct effect of network dimension on change-ready & learning in the group of managers. In this group, we only confirmed the direct effects of the network on leadership & culture as well as leadership & culture to change-ready & learning.