Employees perform better, are healthier, happier, and stay longer in environments in which they fit (Kristof-Brown, Zimmerman, & Johnson, 2005). In line with this, organizations wish to improve fit, and research has typically ...

This paper explores the relationship between employee well being, work engagement and organisational resilience based on empirical data from 11 organisations in Christchurch following a major disaster. Data were collected ...

The purpose of this study is to analyse the felt earthquake impacts, resilience and recovery of organizations in Canterbury by comparing three business sectors (accommodation/food services, Education/Training and Manufacturing). ...

In an influential paper, Hall and Liebman (QJE, 1998) ask if senior corporate executives are really paid like bureaucrats, and conclude that they are not. In this paper, we ask if senior public service bureaucrats are ...

The Canterbury earthquakes are unique in that the there have been a series of major earthquakes, each with their own subsequent aftershock pattern. These have extended from the first large earthquake in September 2010 to ...

Despite the increasing interest in strategy as situated practice, studies that examine strategising practices in the informal economy are lacking. This article draws on Bourdieu's theory of practice to understand strategic ...

The hold-up problem has played a central role in the study of firm boundaries, which is a fundamental element of the economic study of organizations. We study a previously unex-plored mechanism by which integration between ...

Building on definitions of organisational resilience, employee resilience is conceptualised as the capacity of employees, facilitated and supported by the organisation, to utilise resources to positively cope, adapt and ...

There are many things that organisations of any size can do to prepare for a disaster or crisis. Traditionally, the advice given to business has focused on identifying risks, reducing their likely occurrence, and planning ...