Lina Daouk-Öyry

Human Resource Management Journal 35(4) p. 1-17 Doi: https://doi.org/10.1111/1748-8583.12597

The increase in natural and manmade disasters around the world in which organizations need to operate has brought theconcept of organizational resilience to the forefront. To understand the role that HRM can play in fostering resilience in extremecontexts, we adopt a resource‐based lens through the conservation of resources theory, to explore how organizations protected,gained, and retained employees as their most valuable resources in the face of the extreme context of war. Specifically, weinvestigated the underlying mechanisms that allowed organizations operating in the extreme context of the Syrian civil war, toincrease their and their employees' resilience through their HR departments. Using a qualitative interpretive approach based onthe narratives of HR managers and employees working in Syria during the civil war, we explore the role of HRM in buildingindividual and organizational resilience. Our findings point to two mechanisms that HR departments relied on to protect re-sources and acquire new ones. First, HR departments adopted relationality practices, enacted by their managers, focused oninvesting in employees' psychological capital and wellbeing. Second, HR departments leveraged technology for recruitment andtraining purposes to attract and develop employees. Additionally, the extreme context characterized by scarce resources mayhave triggered the “strategification” of HR departments and transformed them, into strategic partners playing a critical role intheir respective organizations' survival. We contribute to the literature on organizational resilience by highlighting theimportant relational role HRM can play to foster individual and subsequently organizational resilience.

International Journal of Cross Cultural Management Doi: https://doi.org/10.1177/14705958251340537

Organization Studies p. 1-28 Doi: https://doi.org/10.1177/01708406241295485

In the wake of the Beirut blast, we use Lebanon as an empirical context to examine how a group of scholar-activists organized to support ongoing collective action in the context of creeping crisis. Using the lens of resourcing theory, we provide a process model of resourcing agency as a fractal and embodied form of critical action, augmented and transformed by critical reflection, and collective healing and striving. We make four contributions. First, we demonstrate why organizational scholarship needs to attend to the increasing relevance of creeping crises and we model an approach to understanding both the lived experience of creeping crises and the implications for the situated cultivation of agency. Second, we extend resourcing theory by uncovering resourcing agency as an integral, embodied process in the context of crisis, particularly creeping crises, and show how it is itself a vital instantiation of agency. Third, further extending resourcing and process theories, we identify two types of ampliative cycles (sustaining and transformative cycles) implicated in resourcing agency when organizing in support of collective action amid creeping crises. Finally, our findings demonstrate the benefits of using a processual approach that attends to the embodied and fractal nature of action in creeping crises and other extreme contexts. We close with a discussion of the implications for engaged scholarship as a framework for action.

PLOS ONE 19(10) Doi: https://doi.org/10.1371/journal.pone.0310717

Job crafting is the behavior that employees engage in to create personally better fitting work environments, for example, by increasing challenging job demands. To better understand the driving forces behind employees’ engagement in job crafting, we investigated implicit and explicit power motives. While implicit motives tend to operate at the unconscious, explicit motives operate at the unconscious level. We focused on power motives, as power is an agentic motive characterized by the need to influence your environment. Although power is relevant to job crafting in its entirety, in this study, we link it to increasing challenging job demands due to its relevance to job control, which falls under the umbrella of power. Using a cross-sectional design, we collected survey data from a sample of Lebanese nurses (N = 360) working in 18 different hospitals across the country. In both implicit and explicit power motive measures, we focused on integrative power that enable people to stay calm and integrate opposition. The results showed that explicit power predicted job crafting (H1) and that implicit power amplified this effect (H2). Furthermore, job crafting mediated the relationship between congruently high power motives and positive work-related outcomes (H3) that were interrelated (H4). Our findings unravel the driving forces behind one of the most important dimensions of job crafting and extend the benefits of motive congruence to work-related outcomes.

Organization Studies 44(2) p. 337-340 Doi: https://doi.org/10.1177/01708406221131421