Measurement model.

Resilience policies enable organizations to confront with adverse circumstances and ensure businesses operational continuity. Nevertheless, so far literature lacks how employee coping mechanism and supportive HR practices foster organizational resilience. Therefore, current study establishes research framework that combines factors such as employee resilience, psychological safety, problem focused coping, emotion focused coping, supportive human resource practices and workplace friendship and examine impact of these factors on organizational resilience. Similarly, this study has conceptualized moderating effect of managerial resilience between organizational resilience and organizational performance. The quantitative research design is taken into consideration. Data are collected through structured survey questionnaire. Overall, 421 respondents have participated in this organizational resilience research survey. These numerical responses are tested with structural equation modeling approach. Statistical results indicate that employee resilience, psychological safety, problem focused coping, emotion focused coping, supportive human resource practices and workplace friendship have depicted = 45.4% variance in organizational resilience. Therefore, constructs like organizational resilience and managerial resilience have shown =55.8% variance in organizational performance. Therefore, IPMA analysis has disclosed that emotion focused coping, employee resilience and managerial resilience are found most influential factors in measuring organizational resilience. This study has conceptualized employee coping mechanism towards organizational resilience and hence largely contributes to organizational resilience literature. To practice this study has suggested that factors such as employee resilience, psychological safety, problem focused coping, emotion focused coping and supportive human resource practices are crucial factors in improving organizational resilience and hence need policymakers attention. More precisely managers could enhance organizational resilience by improving employee emotion focused coping, employee resilience and managerial resilience. This research is original as it develops an amalgamated model that combines employee coping mechanism and supportive HR practices altogether to investigate organizational resilience. Likewise, the scope of this study is also ample as it collects observations from managers at border scale and test research framework with numerical data.

韧性政策（Resilience policies）可帮助组织应对逆境，保障业务持续运营。然而，现有学界研究尚未深入探讨员工应对机制与支持性人力资源实践如何助力组织韧性（organizational resilience）构建。为此，本研究构建了整合员工韧性（employee resilience）、心理安全（psychological safety）、问题聚焦应对（problem focused coping）、情绪聚焦应对（emotion focused coping）、支持性人力资源实践（supportive human resource practices）及职场友谊（workplace friendship）的研究框架，旨在考察上述因素对组织韧性的影响。此外，本研究还设定了管理韧性（managerial resilience）在组织韧性与组织绩效（organizational performance）间的调节效应。
本研究采用定量研究设计，通过结构化调查问卷收集数据，共回收421份有效问卷参与本次组织韧性相关调研。采用结构方程模型（Structural Equation Modeling, SEM）对量化数据进行检验。统计结果显示，员工韧性、心理安全、问题聚焦应对、情绪聚焦应对、支持性人力资源实践及职场友谊可解释45.4%的组织韧性变异；而组织韧性与管理韧性则可解释55.8%的组织绩效变异。进一步通过重要性-绩效矩阵分析（Importance-Performance Matrix Analysis, IPMA）发现，情绪聚焦应对、员工韧性及管理韧性是衡量组织韧性的最具影响力因素。
本研究从员工应对机制视角切入探讨组织韧性，极大丰富了组织韧性领域的研究文献。实践层面，本研究建议：员工韧性、心理安全、问题聚焦应对、情绪聚焦应对及支持性人力资源实践是提升组织韧性的关键因素，需得到政策制定者的重视。具体而言，管理者可通过优化员工情绪聚焦应对能力、提升员工韧性与管理韧性来增强组织韧性。本研究的创新性在于构建了整合员工应对机制与支持性人力资源实践的复合模型，以系统考察组织韧性的影响路径；同时，本研究的样本覆盖范围广泛，从多维度收集管理者调研数据，并通过量化数据验证研究框架，具有较强的实践参考价值。