Organizational resilience as a method of crisis governance during the COVID-19 period

The perception of the crisis and derivation of organizational resilience, including the role of human resources, are explored. Phases of resilience are analyzed alongside different levels of resilience action (Granig & Hilgarter, 2020). This paper seeks to understand how organizational resilience affects companies’ ability to deal with the crisis in a real organizational setting through an empirical analysis of 20 COVID-19-affected organizations. The suitable managerial and organisational responses are analysed. The qualitative exploratory approach uses semi-structured interviews to more accurately characterize how resilience mechanisms function in a real organizational context (Gajdzik & Wolniak, 2021). The vital contribution is confirming an advantageous role for resilience to resistance in the face of the COVID-19 issue in a Fijian setting by taking exceptional steps that the enterprises included in this study have never taken. This research examines resilience as a protection strategy against the COVID-19 problem in a Fijian environment. As COVID-19 is an exceptional crisis, this pandemic and the timely results of this paper stand out. In light of this, it is believed one can develop pioneering and ultimate new directions for resilience literature in the future.