Investigating the Connection Between Individual Resilience and Organisational Resilience

Resilience has become a central theme in organisational research, particularly in sectors such as construction that face frequent disruption, complexity, and uncertainty. Although individual resilience (IR) and organisational resilience (OR) have been widely explored, their relationship remains conceptually fragmented and often assumed to be either linear or inherently aligned. This study, thus, examines how the IR–OR relationship has been conceptualised in the literature, explores the nature of their interdependence, and identifies future research opportunities. A reflexive thematic analysis of peer-reviewed literature was conducted using Braun and Clarke’s framework, supported by NVivo 14 for data organisation and pattern identification. The analysis revealed gaps in how resilience is theorised and highlighted the absence of cohesive frameworks linking individual and organisational domains. In response, the study introduces three conceptual models: the stacked model, which treats IR and OR as hierarchical; the nested model, which reflects partial overlap; and the modified integrated model, indicating combined action of various factors. While this study draws on literature across all industries, the New Zealand construction sector is referenced as an illustrative example of a highly vulnerable sector where future empirical testing of the proposed models would be valuable. This research contributes to theory by reframing resilience as a relational construct shaped by numerous conditions. It also provides a foundation for future empirical studies and practical frameworks that embed resilience more holistically into organisational design, leadership development, and workforce strategy.