Memento vivere: Organizational and individual responses to shocks guided by human resource managers

Guide(s)

Ojha, Abhoy K

Department

Organizational Behavior and Human Resources Management

Area

Organizational Behavior and Human Resources Management

University

Indian Institute of Management Bangalore

Place

Bangalore

Publication Date

3-31-2024

Year Awarded

March 2024

Year Completed

March 2024

Year Registered

June 2019

Abstract

In the contemporary landscape marked by escalating uncertainties in social, environmental, and geopolitical realms, the likelihood of organizations encountering shocks has significantly increased. Exogenous shocks, such as terrorist attacks, natural disasters, and disease outbreaks, pose distinctive challenges to organizations of varying sizes and sectors due to their unique characteristics and profound impacts. Concurrently, the growing occurrences of economic instabilities and organizational idiosyncrasies contribute to the more frequent emergence of career shocks in individual trajectories. The pervasiveness of both exogenous shocks and career shocks necessitates further exploration despite heightened scholarly efforts that, to date, have only scratched the surface of understanding these intricate phenomena. In the first essay of my thesis, I contend that the current body of research on exogenous shocks primarily exists at a conceptual level, with a limited presence of event-specific (e.g., sub-prime crisis) and context-specific (e.g., family firms) inductive studies. Proposing a generic framework for organizational responses to exogenous shocks, I argue that organizations tend to experiment with non-routine activities, leverage accrued knowledge, and identify new opportunities. Furthermore, I posit that this coping mechanism facilitates 'double-loop' learning and fosters increased innovation endeavours over time. Despite potential adverse proximal outcomes, I assert a likelihood of positive long-term effects. Validation of these theoretical claims was sought through an explanatory case study examining the response of an Indian power utility during the COVID-19 pandemic, with findings supporting the outlined assertions. In the second essay, my focus is on addressing notable gaps in the existing body of research on career shocks. While prior studies have predominantly concentrated on predicting and understanding the outcomes of career shocks, insufficient attention has been directed towards individuals coping mechanisms. Notably, the lack of distinctions between proximal and distal career outcomes, coupled with limited empirical support for the conceptual link between career shock and self-managed 'new careers', necessitates a novel approach. I propose a model that asserts career shocks, regardless of valence, prompt initial career deliberation. Drawing on career construction theory (CCT), I posit that this deliberation leads individuals to utilize career adaptability resources, fostering a shift toward a protean career orientation over time. The research further links protean career orientation to subjective career success. The study establishes empirical support for these hypothesized relationships through a cross-sectional sample of 472 alumni from a management institution in India. Methodologically, a comprehensive Confirmatory Factor Analysis (CFA) marker technique is employed to reinforce the robustness of the findings. This essay significantly contributes to the comprehension of new careers in the context of career shocks, shedding light on individual coping mechanisms and emphasizing positive outcomes arising from such shocks. In the third essay, I delve into the pivotal role of Human Resources (HR) in guiding individuals and organizations through coping behaviours and survival strategies. I contend that existing literature lacks emphasis on the efficacy of practice-level HR interventions in aiding individuals against career shock outcomes and assisting organizations in adapting to post-shock realities. Employing a two-phase inductive study, I seek to identify HR practices crucial for both entities in navigating uncertainties. The initial phase involves analyzing 1,472 newspaper articles from Nexis Uni and Factiva databases to understand how HR contributes to organizational recovery after the COVID-19 pandemic and identify HR enablers for handling diverse career shocks. Building on emergent themes, the subsequent phase comprises interviews with 19 senior HR professionals for deeper insights. The findings offer valuable perspectives on managing uncertainties stemming from shocks.

Pagination

xvi, 278p.

Copyright

Indian Institute of Management Bangalore

Document Type

Dissertation

DAC Chairperson

Ojha, Abhoy K

DAC Members

Mishra, Sushanta K; Prabhu, Ganesh N

Type of Degree

Ph.D.

Relation

DIS-IIMB-FPM-P24-14

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