Differing associations between organizational training types and operational resilience

Purpose How and when organizational training relates to operational resilience remains underexplored empirically, despite a growing body of literature suggesting that human capital development is essential for enhancing operational resilience. To address this limitation, this study examines how two forms of organizational training – dynamic and ordinary capability training – relate to operational resilience under differing levels of job autonomy. Design/methodology/approach The study uses the ability-motivation-opportunity theory to develop hypotheses regarding how each type of organizational training relates to operational resilience and how job autonomy moderates these relationships. Survey data from 259 firms in Ghana were analyzed using covariance-based structural equation modeling to test the hypotheses. Findings The results reveal that the relationship between organizational training and operational resilience varies by training type and level of job autonomy. Specifically, compared to ordinary capability training, dynamic capability training has a stronger positive association with operational resilience. The positive relationship between dynamic capability training and operational resilience is weaker in high than low job autonomy conditions. Conversely, ordinary capability training has a stronger positive relationship with operational resilience in high than low job autonomy conditions. Originality/value This study elaborates on the underdeveloped literature on the link between human capital development and organizational resilience outcomes. Rather than assuming homogeneity in organizational training, this study reveals distinct ways in which dynamic and ordinary capability training relate to operational resilience under varying levels of job autonomy.