Leading and managing resilient organisations

A research project with the aim of assisting organisations to become more agile, increasing their ability to adapt to sudden changes, to learn, and continuously improve their performance.
Through research and partnerships with businesses, we work to create organisations that not only survive but also thrive in a variety of challenging circumstances.

Project overview

The team's expertise is in the areas of organisational studies and people management. They include specialists from a range of organisational sciences, including strategic management, human resources, organisational behaviour, organisational psychology, and organisational change.

Their recent work focuses on organisational responses to the major Canterbury seismic events during 2010-2011. This is a rare opportunity to explore resilience processes where organisations have to manage in an extended crisis. Projects address topics such as the human resources challenges, as well as major projects aimed at increasing the resilience of infrastructure organisations.

Key contacts

Leading and Managing Resilient Organisations Research Group

Phone +64 (0) 3 364 2987 ext 6343 / 8621

Email: [email protected] or [email protected]

Project team

Project outputs

Becoming agile: A guide to building adaptive resilience

Bernard Walker, Venkataraman Nilakant, Kate van Heugten, Joana Kuntz, Sanna Malinen, Katharina Naswall

Building adaptive resilience - High performing today, agile tomorrow, thriving in the future

Bernard Walker, Venkataraman Nilakant, Kate van Heugten, Joana Kuntz, Sanna Malinen, Katharina Naswall, Rosemary Baird, Herb de Vries

Conceptualising Adaptive Resilience using Grounded Theory

V. Nilakant, B. Walker, K. van Heugten, R. Baird and H. de Vries. New Zealand Journal of Employment Relations 39(1): 79-86 (2014).

Leading in a Post-disaster Setting:  Guidance for Human Resource Practitioners

Venkataraman Nilakant, Bernard Walker, Kylie Rochford and Kate van Heugten. New Zealand Journal of Employment Relations, 38(1):1-14.