Building organisational resilience: role of cherishing ...

Int. J. Entrepreneurship and Innovation Management, Vol. 22, No. 3, 2018

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Building organisational resilience: role of cherishing at work Rabindra Kumar Pradhan* and Pratishtha Bhattacharyya Department of Humanities and Social Sciences, Indian Institute of Technology Kharagpur, Pin-721306, West Bengal, India Email: [email protected] Email: [email protected] Email: [email protected] *Corresponding author Abstract: The present day organisational needs are more centred on exploring positive behavioural approaches and psychological capacities ensuring sustained high performance, a resilient workforce, and new ideas for engagement. This has paved the way for maximising the social and intellectual potential of the workforce through strategic behavioural concepts and techniques. The creative synergy of capitalising on behavioural potentials helps a company thrive amidst several adversities and become resilient. Based on the urge to develop a new substantial way to maximise organisational resilience, the present study conceptualises organisational resilience with cherishing. Theoretical implications and future research possibilities of the paper are discussed. Keywords: workplace.

organisational

resilience;

cherishing;

personal

resilience;

Reference to this paper should be made as follows: Pradhan, R.K. and Bhattacharyya, P. (2018) ‘Building organisational resilience: role of cherishing at work’, Int. J. Entrepreneurship and Innovation Management, Vol. 22, No. 3, pp.269–285. Biographical notes: Rabindra Kumar Pradhan is working as an Associate Professor in the Department of Humanities and Social Sciences, Indian Institute of Technology Kharagpur, India. He received his PhD in the area of industrial and organisational psychology. He has 18 years of teaching and research in industrial and organisational psychology, organisational behaviour and human resource effectiveness. He has published numerous journal articles, books and book chapters with leading academic publications – Emerald, Sage, Springer and Taylor and Francis. Currently, he is working in the area of leadership, emotional intelligence, workplace spirituality, organisational resilience, resilience and wellbeing, emotional labour, and cherishing happiness. Pratishtha Bhattacharyya is a Doctoral Research Scholar and currently pursuing her PhD at Indian Institute of Technology Kharagpur. Her specialisations include positive organisational behaviour, positive psychology and health psychology. She is working on the concept of cherishing as her PhD topic. She has published papers in the national and international journals. She has also presented papers in many national and international seminar and conferences.

Copyright © 2018 Inderscience Enterprises Ltd.

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R.K. Pradhan and P. Bhattacharyya This paper is a revised and expanded version of a paper entitled ‘Building organizational resilience: role of cherishing at work’ presented at International Conference on Organization and Management (ICOM), Abu Dhabi, UAE, 22–23 November 2015.

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Introduction

Deloitte’s 2015 Global Human Capital Trends show four major themes under consideration towards the absolute maximisation of talents in organisations: leading, engaging, reinventing, and reimagining (Schatsky and Schwartz, 2015). Human capital often referred as intellectual capital (Luthans et al., 2004) consists of a huge list of intangible assets. Besides, the success of an organisation depends heavily on the way an organisation handles its intangible assets (Schmidt, 2002). The present decade has shown tremendous growth in the share of intangible assets in terms of company values (Kayes, 2012). Furthermore, the reported demand of ‘intangible assets’ especially intellectual capital has increased in leaps in the past few years. Intellectual capital is an entire repository of an employee’s individual knowledge base, associated information and experiences (Carayannis, 2004). An employee’s psychological capacity is a significant source of intellectual capital (Luthans et al., 2004) and an answer to the ever-increasing threat of illness, distress and scarcity at every level of human existence (Hannah, 2008) extending from personal to professional sphere. In addition, recent investigations also emphasise the role of various psychological capacities as a significant contributory factor in shaping our present-day human resources (Luthans et al., 2007). Hence, an urge is felt in every sphere of our society to explore new psychological capacities and potentials. The recent positive psychology movement has taken up an appreciative view of human psychological potential and has been actively involved in exploring avenues and assets towards developing new psychological capacities. One such relatively new addition to the list of psychological capacity is ‘psychological capital’. Psychological capital is an amalgamation of four distinct capacities, namely: hope, optimism, self efficacy, and resilience (Luthans et al., 2004). Among all the dimensions of psychological capital, resilience is effective in ‘promoting competence and human capital’ (Luthans et al., 2004). A good deal of investigation on resilience throws light on the ability to cherish the past as a precursor towards developing resilience. Meichenbaum and Firestone (2011) reports in their finding that optimistic thinking and the ability to cherish past experiences acts as essential factors in developing adaptation to change. MacFarlane (1998) on the other hand, indicated in her investigation that our temporal orientation to cherish our future more than our present acts as a catalyst in developing psychological resilience. Cherish in dictionary definition conveys “to love, protect, and care for someone or something that is important to you” (Cherish, 2008). Cherishing as a concept is frequently discussed in English translated Buddhist texts (Rinpoche, 2006), geronotological literature (Curasi et al., 2004), clinical psychology (Dill and Anderson, 1999) and organisational literature (LeMenager, 2013). Despite the frequent reference to the term cherishing a solid know how about the concept is still wanting. A taut scarcity is felt when it comes to empirically discuss cherishing in scientific literature. Keeping this scarcity of sufficient groundwork in purview, Bhattacharyya and Pradhan (2015) have

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attempted to conceptualise cherishing and explore its nature and structure in their preliminary qualitative investigation. The preliminary investigation on cherishing besides exploring the basic meaning behind the concept has also explored varied perceived antecedents and consequences of the construct. The key findings of the preliminary exploration on cherishing show that cherishing acts as a precursor to resilience in people (Bhattacharyya and Pradhan, 2015). Although cherishing is still in its nascent stage the interest to explore the possibilities of this construct in determining several human factors is alluring. Initial investigation on cherishing reveals personal resilience as a perceived outcome of the construct (Bhattacharyya and Pradhan, 2015). Cherishing enhances personal resilience through various pathways such as cherishing family and friends (Luthar et al., 2014; Walsh, 2015), personal strengths (Benard, 2004) and others. Cherishing as a psychological construct is often found across personal and social scenarios and a good deal of organisational literature also refers to it. In organisational context, cherishing is often mentioned in the form of employee cherishing (LeMenager, 2013; Hutton, 2015), cherishing the work (Guha, 2007) and many such significant ingredients which compose the building blocks of organisational resilience. On the other hand, personal resilience has been found to share a close affinity with organisational resilience. Previous organisational investigations mention personal resilience as a significant contributory factor of organisational resilience (Cooper et al., 2013). Hence, the present paper attempts to explore the theoretical premises relating cherishing to organisational resilience along with the intermediary role of personal resilience in the equation.

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Literature review

2.1 Cherishing as a psychological construct Cherishing is a “behavioural proclivity towards extending love, care, and concern to the object of our affection; an apparent state of positive affect; and a cognitive manipulation of the information associated with the cherished object” (Bhattacharyya and Pradhan, 2015). Young-Bruehl and Bethelard (the90minutehour.com, n.d.) describes cherishing as a way of life which is visible in every area ranging from communication to cooking. Cherishing exists at every level of our human existence. Jorch (2013) raises similar assumptions. She mentions cherishing as applicable and pertinent to every move in our existence from what we do, to what we receive as well as what we give to others. Harland (2011) on the other hand, emphasises cherishing every moment of our life as a path to enhance our wellbeing. Cherishing benefits us by providing the ability to positively adapt our affect and belief to live to the fullest potential (Harland, 2011). Cherishing as a psychological construct consists of three inherent components (cognitive, behavioural, and affective) (Bhattacharyya and Pradhan, 2015). The affective component of cherishing consists of positive emotions associated with the object of affection or the cherished object. The behavioural component conveys action such as caring for, providing shelter, preserving involved in cherishing an object. On the other hand, cognitive component of cherishing deals with cognitive manipulation of information associated with the cherished object such as storing experiences, information in our memory. The preliminary exploration on cherishing also reveal four prominent type of the construct: cherishing the self, reciprocal, personal meaning, and altruistic cherishing.

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2.1.1 Cherishing the self Cherishing the self, suggests an unconditional acceptance of us not limited by our flaws and weaknesses.This type of cherishing deals with our innate strengths, competencies, and potentials. In Buddhist translated English literature, cherishing our individual self or self-cherishing poses as a threat in developing altruistic attitude (Gyatso, 2011). The best possible way out of constraints of self-cherishing is to disavow our neurotic sense of self and instead accept our true inner self (Kadampa, 2015). Cherishing our neurotic-self increases the chances of developing mental health issues (Rademacher, 2014). Hence, cherishing our positive aspect of self is something which is desirable than the neurotic self. Lama himself regards cherishing our healthy self as a precursor to cherish others (Morrissey, 2001). Speiker (2000) suggests the best possible path towards attaining the state of cherishing ourselves is accepting that we are ‘worth being cherished’. Self-help literature also supports the positive role of cherishing our healthy sense of self as indispensable factors in developing healthy mind (Courtin, 2012).

2.1.2 Reciprocal cherishing The concept of reciprocal cherishing suggests reciprocating the care and affection received from our immediate circle of people with whom we share close social and emotional attachment (eg: family, friends and relatives). Reciprocal cherishing ensues from the deeper level of love care and affection received from our family such as; our parents, siblings, relatives and our immediate circle of peers and colleagues work and ultimately returning the cherishing received in a similar way (Marshall, 2008). Conceptualisation of reciprocal cherishing owes a lot of it’s inspiration to Young-Bruehl and Bethelard’s (2000) work on ‘cherishment’. ‘Cherishment’ is discussed as a special kind of love nurtured by parents in their children. The approach in which a child receives ‘cherishment’ from their respective parents acts as a precursor for social relationships in adulthood (Young-Bruehl and Bethelard, 2000).

2.1.3 Personal meaning cherishing The framework of personal meaning cherishing stems from the conception that people engage in such type of cherishing because the object cherished conveys a personal meaning to them (Bhattacharyya and Pradhan, 2015). The unit of cherishing in this regard encompasses both tangible and intangible objects. Personal meaning cherishing range from cherishing intangible objects such as memories and past life experiences of birthday, weddings, vacations, birth of a child, graduations and other special moments (Routledge, 2013) to tangible objects. Cherishing life experiences provides a sense of meaning, enhances our self-regard, and raises our positive affect (Routledge, 2013). Sherman (1991) reports that people cherish objects because of their intrinsic value as symbols signifying something meaningful. This study also found that cherished objects induces memories and enhances positive affect among older adults. Hoven and Eggen (2005) reports that people cherish furniture, photographs and visual arts in their home for the perpetual power of these objects to evoke memories, or because of the memories associated with them. People cherish tangible objects because they evoke a wish, memory, and emotions (Jarrett, 2013). The object of cherishing is not always tangible in nature it also consists of intangible assets such as cherished thoughts, memories, hopes, desires, aspirations to name a few (Bhattacharyya and Pradhan, 2015). Cherished


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memories release oxytocin hormone in our body thereby creating a sense of calm, and an urge to socialise with others (Graham, 2015). Furthermore, cherishing happy memories is also reported to help in processing grief in an easier way (Boerner and Jopp, 2010).

2.1.4 Altruistic cherishing Altruistic cherishing suggests treasuring every life form on earth with care and concern. Altruistic cherishing is synonymous with ‘cherishing others’ in Buddhist works. ‘Cherishing others’ involves providing help to others without any instant benefit to the benefactor but the opportunity to gain enlightenment in the long run. Buddhist texts suggest that cherishing even the tiniest creature leads towards a path of greater good and enlightenment (Rinpoche, 2006). Lama (2005) remarks that it is essential to have an altruistic attitude for the welfare and happiness of others. Buddhist literature provides elaborate instances of how to cherish others such as: looking after people who are sick, guiding people in perplexity and need (Berzin, 2005). Similarly, the Gita also teaches us to cherish everybody by doing our duties with honesty, purity, and sacrifice to attain blessings from the supreme (Dhiman, 2014). However, a mind which cherishes others as stated by Tsering (2008) while referring to ‘boddhichita’ or attainment of actualised self can only be attained through perfect cultivation and practice.

2.2 Understanding personal resilience in the light of cherishing “It is not the strongest or most intelligent that survive, it is the most adaptable to change” – Charles Darwin’s quotation conveys flexibility and adaptation to changes or more prominently building resilience as a cause for survival. The concept of resilience comes from applied physics and engineering conveying an object’s ability to regain its former shape. In health science, resilience conveys an ability in people to ‘bounce back’ from physical trauma (Boyden and Mann, 2005). Psychological science adopted the concept of resilience to refer to as an individual’s capacity to recover, stay strong amidst adversity (Boyden and Mann, 2005). Theoretically, psychological resilience indicates the ability to “sustain psychological stability in the face of stress” (Combes-Malcome, 2007). Resilience is more of a learned set of skill and attitude than an inborn trait (Maddi and Khoshaba, 2005). Several societal, psychological factors have been found to buttress resilience building. Recent investigations on ways of sustaining in adverse situations suggest that societal factors such as peer interaction and engagement (Mallon, 2011) help in shaping resilience. Burge (2014) suggests cherishing the people we have in our lives and appreciate the good things we go through every day as a significant strategy to overcome obstacles and build resilience. Exposure to challenging situations can also evoke realisation and a feeling of appreciation of others challenges and ultimately a sense of cherishing for others in us (Bremner, n.d.). Preliminary qualitative inquiry on the probable consequences of cherishing reveals resilience as a possible outcome (Bhattacharyya and Pradhan, 2015). A basic difference between individuals who are resilient from non-resilient is the way resilient individuals cope. Resilient individuals benefit the ability to sustain an improved physical and psychological health, and flexibility to deal with adversity as well reportedly having improved psychological well-being (Ryff and Singer, 2003). Cherishing has also been found to help in grief coping and acknowledging our inherent personal strengths. Higgins (1994) and Benard (2004) reported that healthy adults sexually abused as

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children cherished their sense of humour as a personal strength helping them in return to bounce back from the emotional hardships. Halonen (n.d.) also talks about traumatic events as triggers in developing cherishing perspective towards ourselves and ultimately making a new resilient way of life. Sanders (1999) discuss ‘soul cherishing’ as a therapeutic way to bounce back in the form of regaining positive attitude, energy, and acceptance of loss from the loss of a loved one by cherishing their memory. Several empirical literatures mention cherishing our social relationships as an approach to enhance resilience. Jordan (2004) reports that our relationships with our family, friends, peers and colleagues all have a role to play in strengthening our level of personal resilience. Davies (n.d.) reiterates that nurturing and cherishing children in their infancy and in their growing up years helps in developing a healthy adult in years to come. In Kumpfer’s model of resilience (Boweg et al., 2012) positive life events such as cherishing support from our friends, peers, and our religious affiliations is significant in enhancing level of resilience among individuals. Development of personal resilience in people starts from the stage of parent-child bonding. Luthar et al. (2014) suggest that quality of parent-child attachment and relationship aids a child in developing various factors such as personal values, cherished self and social support. Most importantly, Everly and Brown (2009) points out that parent-child bond acts as a platform for children to help them learn to value relationships and cherish them. This return helps children to develop resilience in strengthening the bond of friendship with significant others. Cherishing unconditional positive regard for our family members helps to strengthen our resilience capacity in ourselves and our family (Walsh, 2015). The role of cherished memories is a prominent method employed to build personal resilience in psychotherapy. Psychotherapy employs the reality that cherishing our shortcomings and our past instead of our present make us lose the power to control our life (Hanson, 2013). Meichenbaum (2012) reports about cherishing recollections and memories is a common method often employed to help individual get pass their personal challenges and become more resilient. Kent (2012) suggests the use of cherished experiences in specialised programmes for resilience training in depression, post traumatic stress disorder (PTSD), chronic illnesses (cancer, fibromyalgia, and chronic pain) as well as sexual assault cases. The participant involved in the program was instructed to imagine their childhood cherished experiences and use them when stressed out. These techniques were found to effectively lower symptomatic manifestations of PTSD, depression and anxiety; as well as enhance well-being, memory and executive functions. Besides it is also reported that the first step of goal directed resilience training model called ‘preparation’ consists of asking the participants to use cherished experiences and incidents from childhood years and even adulthood as anchors in high stressed circumstances (Kent et al., 2015). Cherishing memories is also reported as a technique for children to cope in cases of parental loss (Mallon, 2011). On the other hand, a number of empirical investigations point out traces of evidence about the role of cherished objects such as values, cultures in enhancing personal resilience. VanBreda (2001) states that cultural values imbued with cultural resilience help in developing natural resilience in children. VanBreda (2001) further suggests that cherished cultures and values among children have the potential to increase natural resilience. Previous empirical investigations also signify that Buddhist practices foster the development of personal resilience by employing cherishing attitude. Buddhism teaches


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us specific paths and strategies to gain personal resilience. In Tibetan Lamrin system, meditation consisting of specific phases or steps such as appreciating and understanding the worth of human life, impermanence, developing equanimity, and remembering the kindness of other, the merits of cherishing others and demerit’s of being self-centred, and nurturing compassion for others endorse the concept of personal resilience development in individuals (Rodger, 2011).

2.3 Linking organisational resilience with personal resilience When we refer to resilience in organisational context, the focus shifts from individual as a unit of attention to an array of factors associated with the professional setting of the individual such as job role, organisational culture and structure, network among employees, managers, shareholders, and other associates. The attributes of resilience remains same in the context of individuals and organisations (Lewis et al., 2011). McManus et al. (2008) define organisational resilience as, “…a function of an organisation’s overall situation awareness, keystone vulnerability and adaptive capacity in a complex, dynamic and interdependent system”. A resilient organisation’s basic attributes includes a number of points such as being innovative in adversity, investment in their leaders and employees helping them to learn essential skills to deal with adversity, use techniques and strategies to keep faithful clients stay (Everly, 2011). Mallak (1998) states that a resilient organisation needs to make its people adaptive and flexible to start change both at personal and organisational front. An essential outcome of organisational resilience is a resilient workforce who identifies probable threats to assess the risk, comprehends the significance of every work situation, and puts healthy strategies to use for productive result. Resilience in terms of organisation deals with both personal and organisational potential to weather and adapt to changes and disruptions (Burnard and Bhamra, 2011). A resilient workforce is a boon as it would be flexible to changes, and adapt easily to any adversity (Hoopes, 2013). Developing personal resilience is of utmost importance for effective organisational performance since organisations witness different kinds of fluctuations momentary or permanent in case of reorganisation to technological change, financial dips leading to major upheaval in smooth running of the work force. Thus, keeping up with such change is a prerogative for developing both personal and organisational level resilience. Jaaron and Backhouse (2014) describe organisational resilience as a concept entrenched in characteristics of every personal employee and various systematic processes functioning in an organisation. Resilient employees benefit the organisations they work for as they are engaged; have better communication skill, and healthier group dynamics (White, 2013). For resilience to translate from personal to the organisational level, the focus must shift from an individual point of the employees to their collective existence along with the processes and culture of the organisation (Lewis et al., 2011). Personal resilience is a path to achieve organisational resilience and a major share of this responsibility falls on the leadership of managers to translate an individual existence to collective team effort (Cooper et al., 2013). For a manager, the task does not only remains confined in leading others towards building personal resilience, but also to shape their own level of resilience (Cooper et al., 2013). Flint-Taylor and Robertson’s (2007) leadership impact model emphasises on the fact that individual in leadership position are responsible for the team especially their team’s performance and psychological well-being of the teammates. The

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scenarios provided by Cooper et al. (2013) with regard to personal resilience development include performance enhancement, a remedy to stress, initiating team development, fostering positive organisational culture development, and leadership development. The role of leaders in organisational success is always considered as a bridge among several diversified spheres of work. Much of the responsibility falls on those providing leadership roles in the organisation to foster a work environment which facilitates resilience among employees (Malik, 2013). Managers as leaders provide an integrative mechanism to the organisations, thereby enhancing organisational resilience by initiating shared synergistic plans and mission (Marcos, 2008). A white paper from A&DC (2010) provides an insight on how personal resilience translates in to organisational resilience. The A&DC white paper throws light on how layoffs are extremely de-motivating for the remaining employees who generally engage in wallowing about their situation yet resilient employees would take the situation as a learning opportunity and put their heart in giving a productive output.

2.4 Cherishing at work Cherishing as a construct is not only confined to the realms of theoretical proposition and clinical application of psychotherapy but also to the organisation. The preliminary inquiry into cherishing shows a trend among employees to cherish their work environment, profession and other associated features of their work (Bhattacharyya and Pradhan, 2015). Present day company reports and related academic investigations often mentions cherishing as an organisational attribute. In the organisational sphere cherishing functions within the framework of employee as an individual entity on one hand; and the perspective of the employer and the organisation on the other. From an organisational perspective, cherishing includes various themes such as: organisational values, culture, and workforce to name a few. Cherishing organisational value is a theme found often in various organisational reports of companies. Corporate Social Responsibility Report of Sony Corporation (2008) endorses important issues like female inclusion in a male dominated workplace; and disable friendly workplace environment as the most cherished value practiced in all of it’s sectors such as Japan, USA and Europe. ‘Cherished values’ are general organisational values which do not hold any special semblance to any community or religion and makes up an essential ingredient of organisational leadership (Tikkha, 2009). Organisational values are significant themes cherished by employees at work, but incongruence in theory and practice of these values often leads to inconsistency at work (Stevens and Banks, 2005). Hence, the responsibility falls on the managers to investigate cherished employee values to meet employee expectation and ultimately personal satisfaction (Gomez and Crowther, 2012). For instance, team work is a much cherished and aspiring organisational value in Hewlett and Packard (Schein, 2010) as is female inclusion at Sony Corporation (2008). Burke (2014) discusses about cherishing women in organisation as one of the most important and special organisational value worth cherishing. Burke (2014) suggests to do away with the cultural values which threaten the very existence of women in the workplace and instead develop company policies and culture to cherish women at work. Gyatso (2001) explains if an employer only cares for personal interest more than employees’ interest employee performance suffers as a result. Baldoni (2012) on the other hand, suggests of treating employees as contributors in organisations as a course towards cherishing employees. In addition, organisations should cherish employees and attempt to understand who are truly engaged


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employees for the benefit of the organisation and for the benefit of the employees (Taris et al., 2010). Again, organisations are found to cherish their workforce based on the productivity and efficiency displayed by them (Krishnaveni, 2008). Another important theme under consideration as a cherished object in organisational field is the culture pervading in an organisation. An attribute behind a company’s success is its culture characterised by cherished and prized values widely accepted by the entire workforce (Shukla, 1996). Uniqueness of a culture is a much cherished attribute of the organisational value framework (Hollway, 1991). Among the various risk management tools, Network18 reportedly employs the strategy of cherishing its’ organisational culture and commitment of employees (Sampler, 2015). Appreciation and respect for individuals who cherish organisational culture by culturally proficient leaders of organisation increases the chances to endure changes at every level (Hickman, 2010). One special type of culture that offers encouraging ‘innovation and creativity’ is always appreciated and rewarded at every possible hierarchy of an organisation (Sherman, 2012). A web article suggests that the best possible way to deal with the search for meaning at work is cherishing it (Guha, 2007). As a part of corporate social responsibility PepsiCo advances the idea to cherish its associates and help them grow individually. PepsiCo has been found to take active stances in ensuring talent sustainability to promote company growth in the following ways: 1

engaging in employee career building initiatives

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promoting value-based inclusive culture

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urging employees to help out local communities (PepsiCo. Corporate Communications, 2008).

Many leading organisations have been in the practice of cherishing their employees as a part of their universal identity, such as Cadbury (Hutton, 2015) and Southwest Airlines (LeMenager, 2013). For instance, Southwest Airline reportedly to stayed loyal to their employees by not initiating mass layoff following a financial strain as an aftermath of 9/11. Cherishing as a construct has been noted to work taking every aspect of a workplace into consideration such as: the people, environment, values, and a lot more. Cherishing in the workplace seems more enhanced when we receive it from our immediate circle of people at work which in return develops a nurturing attitude among employees towards work (Jorch, 2013). Emmon (2003) justifies cherishing at work as a sense of gratitude which one experiences as a result of being cherished by the organisation and co-workers. This sense of gratitude again provides a special drive in developing healthy and loving relationship among employees (Emmon, 2003). Increased personal sharing and connectivity within employees fosters a sense of cherishing in the workplace. Sharing meaningful personalised experience such as comments and photos by colleagues and leaders in an organisation creates a cherished outlook for the employees (Press Trust of India, 2015).

2.5 Cherishing and organisational resilience McManus et al. (2008) identifies three dimensions of organisational resilience; situation awareness (roles and responsibilities, hazards and consequences, connectivity awareness, and recovery priorities), management of keystone vulnerabilities (planning, exercises,

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internal resources, external resources, and connectivity), and adaptive capacity (silo mentality management, communications and relationships, strategic vision information and knowledge, and leadership and management). Situation awareness explains the basic know how of an organisation about its work setting and the appraisal of the information in context to the organisations present and future. Management of keystone vulnerability deals with correct identification, management of the vulnerabilities if any such was found. Adaptive capacity on the other hand deals with an organisation’s ability to constantly and continuously develop its potential to meet the need of the business diaspora (Stephenson et al., 2010). Even though sparse, cherishing in organisational literature has been found to associate with many of the elements discussed in McManus’s (2008) conceptualisation of organisational resilience. In the context of cherishing, some of the significant factors of organisational resilience are discussed as follows: Cherishing company value such as openness has been reported to enhance collaborative association with each and every stakeholder of the company (Heath, 2013) and ultimately the connectivity awareness factor discussed under situation awareness. A significant instance of ‘communications and relationships’ factor discussed under ‘adaptive capacity’ would be the context of PepsiCo’s mission of talent management. Indira Nooyi mention of the term ‘cherishing employees’ in her 2007 annual report to the stakeholder appreciating the existence of diverse talent in PepsiCo. (LeMenager, 2013). Valuing and cherishing the emotions of employees influence the relationship between management and employees (Barrow, 2004). The organisation as a body holds a lion’s share of responsibility to foster resilience among its entire structure. Hence, it is essential for an organisation to foster equitable power distribution, and recognise employee rights and liberty to facilitate an environment where employees can create cherished organisation based strengths, capacities, and resources (Ludema et al., 2006). This on the whole ensures the development of a viable environment within the organisation to resist internal or external forces of disruption. Appreciation of ‘internal resources’ is regarded as one of the important ‘key stone vulnerabilities’ responsible for developing a resilient workforce. Reporting an organisation’s opinion and affection about employees through company publication and networks is another way by which resilience is fostered in an organisation.

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Discussions

An article circulated by Resilience Expert Advisory Group (2011) of the Australian Government on Organisational Resilience describes the construct in terms of three attributes namely: organisational culture and leadership, networking or employee relationship, and change readiness or adaptability to change. The present study attempts to explore the relationship between cherishing and organisational resilience based on the premises of organisational resilience discussed by McManus (2008). The elements discussed under organisational resilience by McManus (2008) show a close affinity to cherishing in the organisational scenario. Significant themes involving organisational cherishing such as workplace values, culture (Shukla, 1996), and relationships (Emmon, 2003) shares a relationship with the basic conception of organisational resilience as discussed by McManus (2008). Cherishing has also been found to relate to personal resilience based on the preliminary investigation on cherishing (Bhattacharyya and Pradhan, 2015) and psychological literature. Cherishing works within the sphere of


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personal and social attributes of an individual in fostering natural resilience. Factors related to an individual’s existence such as cherishing in terms of parenting (Everly and Brown, 2009), cherishing recollections and memories (Meichenbaum, 2012), cherishing values fostered by parents and elders (VanBreda, 2001) acts as an essential step towards developing resilience. On the other hand, personal resilience is also noted to share a strong association with organisational resilience (Cooper et al., 2013). Hence, based on the theoretical backdrop of the variables under study, we assume that: 1

cherishing relates to personal resilience

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cherishing share unique link with the key attributes of organisational resilience

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personal resilience helps in determining organisational resilience.

Thus, based on the theoretical understanding of the variables in the present study we assume that personal resilience has mediating effect in the context of the abovementioned relationship. Since employees of an organisation are the driving force towards performance, it is imperative to involve personal resilience as a mediating factor between cherishing and organisational resilience. This indicates a strong theoretical link among cherishing, personal resilience and organisational resilience which demands empirically validation. Hence, the authors of the present study propose a theoretical framework of these variables in the form of a model (Figure 1). Figure 1

Theoretical assumption relating cherishing, personal and organisational resilience PERSONAL RESILIENCE

CHERISHING

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ORGANISATIONAL RESILIENCE

Conclusions and future directions

The advent of the 21st century is witnessing a change in the job market where knowledge workers are increasingly in demand. With their increased know how on personal skills and competencies, they are successful in providing a competitive edge to their companies. This phenomenon is responsible for the increasing demand of the present day organisations to maximise the intellectual and personal strengths of their employees (Davis, 2010) through strategic behavioural concepts and techniques. The creative synergy of capitalising on behavioural potentials helps a company thrive amidst several adversities. Keeping this in purview, the present study explores cherishing a relatively new psychological construct in determining organisational and personal resilience. The theoretical review of the constructs leads us to assume that personal resilience acts as an intermediate cause in determining the association between cherishing and organisational resilience. Hence, the present study opens up new avenues to develop organisational resilience based on the premises of new potential constructs such as cherishing.

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With the major South East Asian countries such as Japan, China, Singapore, Hong Kong, Republic of Korea promoting knowledge economy index (Asian Development Bank, 2014); opportunities to explore and investigate new knowledge assets in organisational sectors of various Asian regions is showing greater promise. The fast changing structure of human societies at par with the present day global scarcities demands new capacities to sustain. A majority of the discussion as how to expand human capital to the best is explained in terms of bringing forth creative solutions and revamping the traditional HR practices at work. The unique focus of cherishing as a psychological construct in this paper intends to raise a new human resource dimension in dealing with human capital maximisation. Thus, future studies can explore ways to contribute to the scientific backdrop of cherishing and maximise ways to apply the construct in organisational settings.

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