Managing disruption(s) at work: A longitudinal study of communicative resilience and high-reliability organizing

ABSTRACT

This paper used communication theory of resilience (CTR) and high-reliability organization (HRO) theory to investigate the influence of resilience processes on disruption management outcomes (DMOs) at both the individual and team levels and at two points in time. Perceptions of individual and team stress, efficacy, and performance were examined longitudinally in surveys with working adults (N = 192, 151). Results indicated (a) communicative resilience was significantly related to improvements in DMOs at time 1 (T1), (b) highly-reliable organizing was significantly related to improvements in DMOs for individuals and teams at both collection times, and that (c) high-reliability organizing practices were generally more predictive of positive DMOs than communicative resilience; however, the two forms of resilience are compatible and complementary.

KEYWORDS:

• Resilience
• reliability
• stress
• efficacy
• performance
• team communication

Disclosure statement

No potential conflict of interest was reported by the author(s).

Correction Statement

This article has been corrected with minor changes. These changes do not impact the academic content of the article.