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In response to the COVID-19 pandemic, many employees had to switch to remote work. While some adjusted successfully to this transition, others have struggled. Leveraging information systems (IS) to adjust to major exogenous shocks is called digital resilience. The purpose of this paper is to understand what we can learn about employees' digital resilience from externally enforced transitions to remote work.

As digital resilience is challenging to measure, this study uses an embedded mixed methods approach. The authors conducted a qualitative analysis of 40 employees' statements on their remote work experience during the first six months of the pandemic and complemented these findings with scale-based digital resilience scores.

The authors find that employees' digital resilience largely depends on the amount of technical equipment and support they receive from their organizations as well as their ability and willingness to learn how to adequately use and communicate through information and communication technologies. Being self-disciplined and self-responsible positively affects digital resilience, while social isolation threatens it. Organizations can foster digital resilience building by encouraging digital networking, building a digital culture and netiquette, and treating digital resilience as a sociotechnical phenomenon.

This is one of the first empirical studies of digital resilience on a human level. It sheds light on the missing link between IS-enabled resilience and transitions to remote work. Specifically, it provides original insights into its development and manifestation in a remote work context during the COVID-19 pandemic. For researchers, it provides novel guidance on choosing appropriate measurement instruments to capture digital resilience.