Maintaining employment in turbulent times: the bridging of resilience and resistance in hotel employees
Previous communication scholarship has studied resilience and resistance separately, but researchers had not often studied them in tandem, especially in the organizational change context. Specifically, this study uses Buzzanell's (2010, 2018a) five resilience processes and Mumby's (2005) dialectical approach to resistance to complicate organizational communication scholarship and current understandings of resilience and resistance in the workplace. This research utilizes a case study approach to examine employees' communication and experience in the face of multifaceted change—the changes including a new corporate company, on-site leadership turnover, and a full renovation. Using semi-structured interviews, the study implicates connections between resilience processes and types of resistance. The findings in this study encourage organizational communication scholars to further develop and explore how resilience and resistance are enacted in unique, meaningful ways that enliven employee experiences in a turbulent workplace.
organizational change, resistance, resilience, communication
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