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One Month Left to Submit Your Work-GOM Special Issue on Organizational Resilience

  • 1.  One Month Left to Submit Your Work-GOM Special Issue on Organizational Resilience

    Posted 04-23-2020 09:43

    Dear colleagues,

    I would like to remind you that the submission window for the upcoming Resilience Special Issue of Group and Organization Management has opened on April 1, 2020 and will remain open until May 15, 2020. So, there is one month left to submit your work online (https://mc.manuscriptcentral.com/gom).

    We are looking for innovative research on resilience in organizations across all levels of analysis (individual, dyad, team, organization, and network) that enhances our understanding of this phenomenon. Especially, we are interested in work with a multi- or cross-level focus.

    This is an open call for papers. Accordingly, we welcome submissions from scholars in different disciplines as well as multiple methodological approaches.

    Please find additional information below and feel free to contact me in case you will have any questions.

    All the best,

    Sebastian

    Email: sebastian.raetze@tu-dresden.de

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    CALL FOR PAPERS

    Group and Organization Management (GOM)

    "Organizational Resilience: A Special Issue to Integrate and Broaden a Growing Literature Using Multi-Level Perspectives"

    **Apologies for Cross-Posting**
     
    Please find the full CfP here.


    Special Issue Editors:


    Sebastian Raetze, Technische Universität Dresden, Germany
    Stephanie Duchek, Brandenburg University of Technology, Germany
    Bradley L. Kirkman, North Carolina State University, USA

    GOM Associate Editor Liaison: M. Travis Maynard, Colorado State University, USA

    Submission Process and Deadline:

    • The submission window will open on April 1, 2020 and the deadline for submission is May 15, 2020.
    • GOM anticipates publishing this Special Issue end 2021.
    • Manuscripts should be submitted through the GOM online submission system: https://mc.manuscriptcentral.com/gom (please select "Special Issue Paper" as the manuscript type).
    • Manuscripts should be formatted according to the GOM submission guidelines).

    Background & Rationale for the Special Issue

    The competitive landscape that organizations operate within is increasingly volatile, uncertain, complex and ambiguous (Whittington et al., 1999). As a result, companies today are facing high demands and are frequently confronted with critical situations, many of which are unexpected and can potentially threaten their survival. In addition to the organizational-level impact of such challenges, the teams and individuals in these organizations are also affected when such challenges occur.

    Given these challenges, organizations, their units, and members need to develop approaches to effectively deal with adversity and foster future success (Lengnick-Hall, et al., 2011). Although there are numerous literature streams that apply to such phenomena, resilience is one of the more popular constructs that has been discussed in both academic- and practitioner-oriented outlets. Resilience is generally conceptualized as how effective a system deals with adversity or critical situations (Bhamra & Dani, 2011) and interest in the topic of resilience in organizations has grown rapidly in recent years. Although a great deal of theoretical attention and empirical work has emerged on this topic over the past two decades (e.g., Chapman et al., 2018; Linnenluecke, 2017; Stoverink et al., 2018), significant gaps still exist in our understanding of resilience in organizations. This is because research on resilience in organizations across different disciplines and levels of analysis has developed in a rather silo-like fashion without serious attempts to synthesize the prevailing conceptualizations and the empirical evidence regarding both antecedents and outcomes of resilience.

    Thus, the current state of the resilience literature represents a loose accumulation of heterogeneous and partly overlapping viewpoints with inconsistent definitions, conceptualizations, measurements, as well as empirical evidence regarding both antecedents and outcomes of resilience. This has certainly hindered the development of a unified understanding of this field. Accordingly, and in order to prevent resilience from turning into a "quicksand term" (Britt et al., 2016), we have witnessed an ongoing call for more multi-level and cross-disciplinary research on resilience in organizational settings (e.g., Linnenluecke, 2017; Youssef & Luthans, 2005).

    However, such calls have not resulted in much progress in this area. Against this background, this special issue of GOM will focus on cross-level and interdisciplinary integration of organization-related resilience research. In particular, we hope to publish research that places a stronger emphasis on team resilience given its potential to link resilience relationships between organizational and individual levels of analysis.

    Objectives of the Special Issue

    All research that provides a significant contribution to our understanding of multi- and cross-level resilience phenomena in organizational settings is welcome. This includes, but is not limited to, the following topics of interests:

    • The connection between different resilience levels (e.g., can resilient teams and organizations be developed by bringing together resilient individuals?);
    • Team resilience as a potential linking pin for connecting research at the individual and organizational levels of analysis;
    • Cross-level antecedents and outcomes, including analysis of factors that may shape resilience in individuals, teams, and organizations simultaneously;
    • Interrelations and interactions at higher levels of analysis (e.g., inter-organizational or civic level of analysis);
    • Trans-contextual and context-specific resilience mechanisms and influencing factors at each level of analysis;
    • The transfer best practices between different fields;
    • The emergence of collective resilience in networks or multiteam systems;
    • Appropriate conceptualizations of resilience at each level and across the different levels of analysis, including answers to the question of whether resilience can and should be conceptualized in the same why across different levels of analysis;
    • Triggers or events that give rise to the need for individuals, teams, and organizations to be resilient;
    • Measurement of resilience, including how best to measure resilience from a multilevel perspective;
    • Differentiation of resilience from related constructs, such as adaptability, flexibility, reflexivity, etc.


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    Sebastian Raetze
    Research Associate
    TU Dresden
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