Resilience as a process: Long term effects of COVID-19 interventions

While resilience is often framed as a positive capacity, this study highlights its potential controversial aspects. Building on the article published in International Journal of Hospitality Management by Lombardi et al. (2021) and framing resilience as a dynamic process, we investigate how hospitality leaders have crafted novel practices in the post-pandemic era. Drawing on qualitative data collected in Italy (in line with Lombardi et al., 2021) our findings highlight some unanticipated and counterintuitive outcomes of resilience and, in a novel way, reveal its hidden downsides, challenging its status as an unquestioned virtue. This study therefore contributes to organizational research on the unexpected side of resilience, offering critical insights into the long-term implications of adaptive leadership. • Enduring hardship can harm resilience, contrary to common belief. • Resilience emerges through everyday practices, instead of fixed traits. • Extreme resilience can create paradoxical tensions. • Managers use forgetting to cope with organizational shocks. • As 'memory loss', forgetting may also hinder resilience.