All managers are likely to experience situations where their employees encounter setbacks and challenges. How individuals respond to workplace setbacks or challenges is going to be determined by their level of resilience. Resilient employees are likely to take charge and bring about change, making them highly desirable in a business environment characterized by digital transformation and continuous change. Despite this, there is scarce research on how employee resilience could be promoted by managers. Therefore, this study targets that gap by exploring how the leadership dimensions individualized consideration and intellectual stimulation could promote employee resilience. Utilizing a sample of 10 employees who were currently undergoing a digital transformation, an exploratory interview study was conducted to capture the experience of employees. An abductive thematic analysis was used to analyze the findings, meaning that our theoretical framework played a guiding role in coding and thematic development. The findings showed that individualized consideration and intellectual stimulation were both important to promote employee resilience. However, the presence of individualized consideration was found to be necessary for intellectual stimulation to promote employee resilience. Thus, it was concluded that managers need to primarily focus on individualized consideration prior to engaging in intellectual stimulation to create a strong foundation for a change process.

Organizational resilience is one of the key capabilities of an organization to survive in a volatile, uncertain, complex, and ambiguous (VUCA) market environment and also to maintain their competitive advantage by adopting external environmental factors. Investigating the role of strategic human resource management methods in creating resilient organizational behavior was the purpose of this study. Further, mediating and moderating role of employee resilience and self-efficacy on the relationship between Strategic Human Resource Management and organizational resilience were also investigated. Training, compensation, performance appraisal, staffing and participation are the dimensions which were selected under the independent variable of Strategic Human Resource Management practices after reviewing the literature. The dimensions of robustness, agility and integrity were selected under the dependent variable of organizational resilience. Two conceptual frameworks were tested after deriving five hypotheses and this study wasdesigned based on a deductive approach. Accordingly, data was collected by using quantitative methods and the employees of Public Limited Company banks in Sri Lanka were selected as the populations of the study. A total of 180 questionnaires were obtained from the sample and the data were analyzed using IBM SPSS 23. In summary, the results of this study showed that Strategic Human Resource Management has a positive relationship with organizational and employee resilience and also employee resilience has a positive relationship with organizational resilience. Further, as per the findings, employee resilience mediates the relationship between Strategic Human Resource Management and organizational resilience and however, self-efficacy does not play a moderating role in this relationship. The findings of this study was more related to the previous literature except the moderating role of self-efficacy. Therefore, findings of this study proves that Strategic Human Resource Management practices are essential to develop employee and organizational resilience. This highlights the importance of linking company corporate strategy with Human Resource Management strategy on a continuous basis as this would lead the company to survive and thrive in a turbulent environment and gain competitive advantage by turning uncertain challenges into opportunities.

The outbreak of the COVID-19 pandemic shook the global economy to its core, enforcing wide-ranging working from home (WFH) movements in addition to traditional working from office (WFO) structures. As the debates continue over how to permanently embed WFH into the work reality, to do so successfully, the components of changing work venues must be evaluated. Hence, there is a growing urgency to adapt to the new ways of working through focused organizational and managerial intervention. Utilizing the grounded theory, the analysis of qualitative interview data from Germany and Sweden formed the foundation of the paper’s research on changing work venues concerning individual and organizational resilience. Here, young professionals shared experiences of WFH during the pandemic in conjunction with their time WFO before and after COVID-19 restrictions. Through the theoretical framework of resilience as practice, this paper establishes three processes that have a major impact on the quality of home office in relation to resilience: (1) adapting to WFH, (2) acknowledging the advantages and disadvantages of WFO and WFH, and (3) emphasizing individual preferences and differences. The study suggests that the more structured and faster the company adapted to WFH during the transitional period, the less pronounced the employee’s possible negative experiences were. Concerning the benefits of different work venues and individual preferences, this paper concludes that WFH is a substantial supplement to traditional work on-site with the potential to increase individual and organizational resilience.