Now showing items 1-4 of 4

    • Building Adaptive Resilience 

      Nilakant, Venkataraman; Walker, Bernard (Resilient Organisations Research Group, 2014)
      Management experts agree that business environments around the world are likely to become more volatile, uncertain and complex in coming years. New Zealand organisations are no exception. Sudden market shifts, turmoil in ...
    • Conceptualising Adaptive Resilience using Grounded Theory 

      Nilakant, Venkataraman; Walker, Bernard; Van Heugten, Kate; Baird, Rosemary; De Vries, Herb (2014)
      We present the initial findings from a study of adaptive resilience of lifelines organisations providing essential infrastructure services, in Christchurch, New Zealand following the earthquakes of 2010-2011. Qualitative ...
    • Leading in a Post-disaster Setting: Guidance for Human Resource Practitioners 

      Nilakant, Venkataraman; Walker, Bernard; Rochford, Kylie; Van Heugten, Kate (2013)
      Based on a qualitative study of four organisations involving 47 respondents following the extensive 2010 – 2011 earthquakes in Christchurch, New Zealand, this paper presents some guidance for human resource practitioners ...
    • Post-disaster Management of Human Resources: Learning From an Extended Crisis 

      Nilakant, Venkataraman; Walker, Bernard; Rochford, Kylie (Resilient Organisations Research Programme, 2013)
      Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes ...