Organizational resilience, job satisfaction and business performance

Purpose This paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations. Design/methodology/approach A survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses. Findings The results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables. Research limitations/implications The main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction. Practical implications The distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee. Originality/value This is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

Automated summary

This study reveals the significant impact of organizational resilience on both business performance and job satisfaction, offering insights for managers on resource allocation to benefit both employers and employees. Additionally, it highlights the partial relationship between job satisfaction and business performance, suggesting that satisfaction can influence performance through other variables.