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The relational activation of resilience model: How leadership activates resilience in an organizational crisis
16 references·12 citing·37 second hop
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References

  • 2006Using thematic analysis in psychology193,725 cited
  • 1998Basics of qualitative research : techniques and procedures for developing grounded theory38,622 cited
  • 1990Foundations of social theory16,594 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1998Social Capital, Intellectual Capital, and the Organizational Advantage13,741 cited
  • 2010Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory8,310 cited
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  • 1996Swift Trust and Temporary Groups

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1,962 cited
  • 2015Trauma and Recovery: The Aftermath of Violence--From Domestic Abuse to Political Terror1,882 cited
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    • 2023Organizational resilience: leadership, operational and individual responses to the COVID-19 pandemic42 cited
    • 2023The role of digital techniques in organisational resilience and performance of logistics firms in response to disruptive events: Flooding as an example40 cited
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    • 2022Leadership and Organizational Challenges, Opportunities, Resilience, and Supports during the COVID-19 Pandemic32 cited
    • 2021Representation of Women in Top Executive Positions in General Medical-Surgical Hospitals in the United States22 cited
    • 2022Contingency factors and budget actors' behaviour during COVID-19: the case of Uganda18 cited
    • 2019There is no such thing as a crisis: A critique of and alterative to the dominant crisis management model15 cited
    • 2025How can crisis leadership encourage civil servant performance? the mediating role of knowledge sharing, trust and public service motivation11 cited
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