Index
Work Life After Failure?: How Employees Bounce Back, Learn, and Recover from Work-Related Setbacks
ISBN: 978-1-83867-520-2, eISBN: 978-1-83867-519-6
Publication date: 28 April 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Todt, G., Backmann, J. and Weiss, M. (Ed.) Work Life After Failure?: How Employees Bounce Back, Learn, and Recover from Work-Related Setbacks, Emerald Publishing Limited, Leeds, pp. 203-207. https://doi.org/10.1108/978-1-83867-519-620211014
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Action orientation
, 25–26, 32–33
Adaptation
, 102, 187, 193
Adaptive employee resilience
, 100, 105, 192
Adversity
, 84–85, 92, 104–105, 197
experienced
, 103, 193
for recovery, resilience, and learning
, 196–199
Affect
, 2, 9, 12, 14, 23–25, 31, 34, 175
Affective regulation
, 30–31
Arbeitslosenversicherung und Insolvenzentschädigung (AVIG)
, 148
Average variance extracted (AVE)
, 8
Bankruptcy
, 144–145, 147–148, 153, 158, 160
Behavioral control
dispositional preference of
, 25–26
volitional
, 23
Boundary organizations
, 180
Business failure
, 59, 61, (see also Network failures)
Rites of Passage
, 59–65
socialized sensemaking through rites of business failure
, 65–72
Career transitions
, 70
Coded problem groups
, 129–130
Cohesion
, 42
coping with collective failures in teams
, 47–48
coping with individual failures in teams
, 46–47
emergence of failures in teams
, 44–46
multilevel perspective on functional and dysfunctional coping with failures in teams
, 44–50
practical implications
, 52–53
theoretical implications and future research opportunities
, 50–52
vicious and virtuous circles of team cohesion
, 48–50
Collaboration
, 174–176, 179–180
cross-boundary
, 180
interorganizational
, 175–176, 193
serendipities
, 179
Communication and culture
, 94–95
Confirmatory factor analysis (CFA)
, 6–8
Coping
, 42
with collective failures in teams
, 47–48
with individual failures in teams
, 46–47
Corporate social responsibility (CSR)
, 84, 88
Creditors
, 157, 161, 164–165, 167
Criticality dimension of setback severity
, 4–5, 13
Cross-boundary collaboration research
, 180
Culture
, 94–95, 111
Deception
, 126–127
Decision-making algorithms
, 146
Digitalization
, 180
Disruption
, 4
dimension of setback severity
, 4
Emotional exhaustion
, 9, 12, 28
Emotional flooding
, 135
Emotional valence
, 182
Emotions
, 9, 14, 23, 28, 65–66, 68, 153, 195–197
Employee benefits
, 89, 91, 93–94
Employee resilience
, 105
post-failure at work
, 101
Enterprise support
, 74
Entrepreneurial failure
, 144–145
benefit of
, 146
cost of
, 145
experiencing
, 153–157
stigma around
, 146–147, 160–163
transforming
, 157–158
Entrepreneurial knowledge
, 158–160
Entrepreneurs
, 70–71
Entrepreneurship
, 71, 74
Equifinality
, 100, 102
Event system theory (EST)
, 2–3, 12
Events
, 2–3, 5
Executive Master of Business (EMBA)
, 114
Exploratory factor analysis (EFA)
, 5–7
Failure(s)
, 11, 14, 22, 26, 125, 144, 174
consequences
, 111–112
emergence of failures in teams
, 44–46
qualitative research study on
, 128–130
for recovery, resilience, and learning
, 196–199
at work
, 100
Financial cost
, 145
Financial hardship
, 145
Five-by-Five Resilience Scale (5×5RS)
, 114
Fixed mindsets
, 28
Gig economy
, 198
Goal hierarchy
, 102–103
employee resilience post-failure at work
, 101
future research
, 107
goal revision as resilience
, 101–103
illustrative example
, 104–105
practical implications
, 106
theoretical implications
, 105–106
Goal revision
or abandonment
, 104
as resilience
, 101–103
Goal striving
, 100–101
Grand challenge
, 174, 177
Growth mindsets
, 28–29, 34
Hard negotiation tactics
, 126
Hardiness
, 112
High-performance work systems (HPWS)
, 87
Holocaust survivors
, 22
Human resource (HR)
, 192
Human resource management (HRM)
, 84
Human resource management practices (HRMP)
, 86–87
to develop workplace resilience
, 87–90
employees’ point of view
, 88–89
managers point of view
, 87–88
perspectives
, 89–90
Hypotheses development
, 112–114
Identity
, 70
threat
, 9
Impasse
, 127
Integrative intervention model
, 34
Intentional learning
, 133
Interorganizational networks
, 174
Intrapsychic macrosystems
, 23
Intuitive behavioral system
, 23
Item generation
, 5–6
Item reduction
, 5–6
Job crafting
, 91–92
Job design and selection practices
, 90–92
Job stressors
, 28
Kintsugi (golden joinery)
, 84–85
Kintsukuroi (golden repair)
, 84–85
Knowledge, skills, and abilities (KSAs)
, 44
Leadership
, 33–34
Learning
integration of research on
, 194–196
models
, 182–196
setbacks, failure, and adversity for
, 196–199
summarizing insights on
, 192–193
synthesizing insights on
, 193–194
Learning from failure
, (see also Business failure)
data collection
, 148–153
findings
, 153–166
interviewees
, 149–152
method
, 147–153
in negotiations
, 130–137
theoretical background
, 144–147
Legal framework
, 163–164
Liminal time
, 63
Macrosystems
, 23
Maximum shared variance (MSV)
, 8
Measurement
, 3, 6, 11
Mindsets
, 26–30, 33
Mistake tolerance
, 113, 115
Modularity
, 180
Motivation
, 100, 102
Multilevel perspective on functional and dysfunctional coping with failures in teams
, 44–50
Multivocality
, 174
National nanotechnology initiative (NNI)
, 177–178
Negotiations
, 125
future research
, 138
identifying setbacks in
, 125–126
learning from failure in
, 130–137
literature review
, 126–128
practical implications
, 137–138
qualitative research study on failures and setbacks
, 128–130
theoretical implications
, 137
Network failures
, 175
in siloing
, 179–182
in stalling
, 175–177
in strategizing
, 177–179
Networks
, 174
lessons for network participation
, 182–196
New Journal of Zürich (NZZ)
, 148
Novelty dimension of setback severity
, 4
Object-related information processing
, 31
Obligationenrecht (OR)
, 148
Observational learning
, 133
Optimism
, 69
Organizational behavior
, 85
Ostracism
, 47
Participant behavior
, 184
Perceived mistake tolerance
analytic procedures
, 115–116
control variables
, 115
limitations and future research
, 119
participants and procedures
, 114
practical implications
, 118–119
results
, 116–118
statistical analysis
, 115
theoretical development
, 111–114
Personality-focused concepts
, 33–34
Personality–system–interaction theory
, 23–24
framework
, 33
lens of
, 30
perspective
, 25
Pre-occupation
, 25
Pride
, 69
Protective resilience
, 22
Psychological capital (Psy-Cap)
, 101
Psychological cost
, 145
Psychological detachment
, 28
Psychological flexibility
, 135
Psychological resources
, 26
Qualitative research study on failures and setbacks
, 128–130
Radical innovation
, 174–175
Reciprocal relationships
, 48
Recovery
integration of research on
, 194–196
mechanisms
, 26–30
setbacks, failure, and adversity for
, 196–199
summarizing insights on
, 192–193
synthesizing insights on
, 193–194
Resilience
, 85, 101, 109–110
HRMP to develop workplace resilience
, 87–90
integration of research on
, 194–196
practical guidelines to boost resilience in workplace
, 90–95
setbacks
, 84
setbacks, failure, and adversity for
, 196–199
summarizing insights on
, 192–193
synthesizing insights on
, 193–194
workplace/organizational resilience
, 84–87
Resiliency
, 109–110
Rites of Incorporation
, 64–65
sensemaking, obstacles, and support
, 72
Rites of Passage
, 59–65
Rites of Separation
, 61–62
sensemaking, obstacles, and support
, 66–67
Rites of Transition
, 62–64
sensemaking, obstacles, and support
, 68–71
Schuldbetreibung und Konkurs (SchKG)
, 148
Self-conscious emotions
, 68
Self-determination
, 34
Self-development
, 24
Self-motivation
, 34
Self-regulation
, 22, 43, 51
affective regulation
, 30–31
avenues for future research
, 32–33
dispositional preference of behavioral control
, 25–26
practical implications
, 33–35
recovery mechanisms and the role of mindset
, 26–30
Seminal network failures
, 175
Sense of coherence
, 22–23
Sensemaking
, 60, 62
Servant leadership
, 35
Setback severity
, 2
CFA
, 6–8
conceptualizing
, 3–4
consequences
, 9–11
criticality dimension
, 4–5
disruption dimension
, 4
limitations and future research
, 13–14
novelty dimension
, 4
practical implications
, 12–13
scale development and validation
, 5–6
theoretical implications
, 11–12
Setbacks
, 2, 22, 26, 46, 84
events
, 2–3
identifying setbacks in negotiations
, 125–126
in organizational reality
, 12
qualitative research study on
, 128–130
for recovery, resilience, and learning
, 196–199
Siloing
, 174
network failures in
, 179–182
“Small losses” hypothesis
, 111
Social cost
, 145
Social norms
, 147
Social support
, 136
Socialized sensemaking through rites of business failure
, 65–72
Stalling
, 174
network failures in
, 175–177
State
, 61
resilience
, 109
Stigma
causes
, 163–166
of failure
, 144, 146–147, 160–163
Strategizing
, 174
network failures in
, 177–179
Stress mindsets
, 29
Stress-is-debilitating mindset
, 29–30
Stress-is-enhancing mindset
, 29–30
Supportive environments
, 74–75
Swiss culture
, 163
Swiss Radio and Television (SRT)
, 148
Team cohesion
, 42–44
performance consequences
, 43
vicious and virtuous circles of
, 48–50
Threat
, 47
Thriving
, 9, 11
Training and development practices
, 92–93
Trait resiliency
, 109
measure
, 114
studies
, 112
Trust violation
, 127
Turnover intentions
, 11, 115
Value-based concept of leadership
, 34
Work
engagement
, 30
failure
, 111
identities
, 70
Work-related setbacks
, 1
Workplace
conflicts
, 27
well-being
, 88–89, 92
Workplace/organizational resilience
, 84–87
factors
, 85–87
practical guidelines to boost resilience in workplace
, 90–95
- Prelims
- Chapter 1: Conceptualizing and Measuring the Severity of Setbacks at Work: An Event-Oriented Perspective
- Part I: Recovery
- Chapter 2: Building Psychological Resources and Resilience after Failure at Work: A Self-Regulatory Perspective on Recovery and Personality Development in the Face of Setback Experiences
- Chapter 3: A Multilevel Perspective on the Emergence of Failures in Teams and Their (Dys)Functional Coping Through Vicious and Virtuous Circles of Cohesion
- Chapter 4: The Rites of Passage of Business Failure: A Socialized Sensemaking Approach
- Part II: Resilience
- Chapter 5: Yes, We Can Boost Resilience: Human Resource Management Practices to Build Resilience in the Workplace
- Chapter 6: Resilience in the Goal Hierarchy: Strategy Change as a Form of Perseverance
- Chapter 7: The Moderating Role of Perceived Mistake Tolerance on the Relationship between Trait Resiliency and Turnover Intentions
- Part III: Learning from Failure
- Chapter 8: Identifying and Learning from Setbacks in Negotiations
- Chapter 9: (Not) Learning from Failure? The Heavy Toll of Stigma on Entrepreneurs
- Chapter 10: How Collaborative Networks Fail, With the Implications for Participants Learning
- Chapter 11: Integrating and Contrasting Research on Recovery, Resilience, and Learning in the Face of and after Work-Related Failure Experiences
- Index