Reimaging, reallocating, and repositioning organizational resources with the inclusion of employee-centered CSR for organizational resilience

Background The COVID-19 pandemic being a systemic crisis shocked the world and underscored the critical need for organizations to reimagine, reallocate, and reposition their resources to ensure survival and resilience. An organization’s resources, particularly human capital, are crucial elements of its success and adaptability in the face of such challenges. The difficulties in obtaining external assistance during the pandemic have further highlighted the importance of innovative strategies like employee-centered CSR (ECCSR) in managing and optimizing organizational resources. Recent studies emphasize the strategic role of ECCSR in bolstering resilience, with a focus on leveraging human capital effectively. Objective This study addresses several key objectives. First, it seeks to establish the interrelation between the four types of organizational resources (i.e., economic, human, physical, and social capital) and organizational resilience. It also aims to unveil the connection between employee-centered CSR (ECCSR) and organizational resilience, as well as to examine the relationship between ECCSR and workplace well-being. Additionally, the study investigates the link between workplace well-being and organizational resilience, and lastly, it explores the mediating role of workplace well-being between ECCSR and organizational resilience. Methods This study utilized a quantitative research design and employed a purposive sampling technique. The direct and indirect relationships among organizational resources, organizational resilience, ECCSR, and workplace well-being were analyzed using a variance-based structural equation modeling approach. Results The results revealed that among the four types of organizational resources, human capital is the most vital resource for organizational resilience. The findings also affirmed the emerging importance of ECCSR for organizational resilience, directly and indirectly through workplace well-being. Conclusions The study concludes that in times of crisis when organizations think outside the box by reimagining their situation and reallocating internal resources, such as human capital, they can buffer external shocks. This approach enables organizations to reposition themselves to withstand challenges and develop a strategic competitive advantage. Additionally, the study finds that the presence of ECCSR can cultivate positive employee well-being and organizations can benefit from the reciprocal gains that help them navigate difficult times more effectively. Implementing ECCSR not only fulfills an organization’s role as a responsible employer but also fosters workplace well-being, ultimately strengthening organizational resilience.