Differing associations between organizational training types and operational resilience

dc.contributor.authorAtaburo, Henry
dc.contributor.authorEssuman, Dominic
dc.contributor.authorMensah, Henry Kofi
dc.contributor.authorAditchere, James
dc.contributor.authorNkrumah, Prince
dc.date.accessioned2025-09-16T08:03:14Z
dc.date.available2025-09-16T08:03:14Z
dc.date.issued2025
dc.description.abstractPURPOSE : 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.
dc.description.departmentGordon Institute of Business Science (GIBS)
dc.description.librarianhj2025
dc.description.sdgSDG-08: Decent work and economic growth
dc.description.urihttps://www.emerald.com/md
dc.identifier.citationHenry Ataburo, Dominic Essuman, Henry Kofi Mensah, James Aditchere, Prince Nkrumah; Differing associations between organizational training types and operational resilience. Management Decision 2025; https://doi.org/10.1108/MD-05-2024-1194.
dc.identifier.issn0025-1747 (print)
dc.identifier.issn1758-6070 (online)
dc.identifier.other10.1108/MD-05-2024-1194
dc.identifier.urihttp://hdl.handle.net/2263/104336
dc.language.isoen
dc.publisherEmerald
dc.rights© Emerald Publishing Limited.
dc.subjectHuman capital development
dc.subjectOrdinary and dynamic capabilities
dc.subjectOrganizational resilience
dc.subjectAutonomy
dc.subjectDeveloping country
dc.titleDiffering associations between organizational training types and operational resilience
dc.typePostprint Article

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