ABSTRACT. This study investigates the importance of adaptive human resource strategies in fostering resilience against global challenges. In the world of harsh volatility and disruption, resilience has become one of the key aspects of the long-term survival and success of an organization. Integrating literature across various geographical and sectoral boundaries, this research seeks to use different theories to build a framework of resilience focused human resource strategies. The study proposes three organizational resilience dimensions: anticipatory, coping, and adaptive, and claims certain human resource practices augment each dimension. Strategies focused on digital transformation are vital to maintaining an operationally resilient infrastructure considers the real-time data analytics and threat detection capabilities available today. The effectiveness of any technology solution is reliant on the corresponding human capital development strategy used. In this regard, the main contributions made by this study are as follows: it deepens the theoretical understanding of the interplay between human resource strategies and business resilience, it offers practical recommendations to help HR managers cope with adaptive capacity building, and it proposes an individual and organizational resilient system model that takes into consideration all levels of the problem. The results in this study reveal that achieving robust organizational resilience is attainable if strategic direction, digitalization, and people management practices are blended to respond to the growing global complexity.
JEL codes: O32; J81; D23; G32

Keywords: organizational resilience; human resource strategies; digital transformation; adaptive capacity; crisis management; sustainable HRM

How to cite: Nica, E., Szpilko, D., Burcea, Ș. G., Izman, M., and Poleac, D. (2024). “Organizational Resilience: Building Adaptive Human Resource Strategies for Emerging Global Challenges,” Journal of Self-Governance and Management Economics 12(2): 40–61. doi: 10.22381/jsme12220243.

Received 15 June 2024 • Received in revised form 25 June 2024
Accepted 28 June 2024 • Available online 16 July 2024