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Resilience as a process

2026-02Artigo científico Acesso aberto
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dc.contributor.authorLombardi, Sara
dc.contributor.authorCunha, Miguel Pina e
dc.contributor.authorGiustiniano, Luca
dc.contributor.institutionNOVA School of Business and Economics (NOVA SBE)
dc.contributor.pblElsevier
dc.date.accessioned2025-12-02T21:00:42Z
dc.date.available2025-12-02T21:00:42Z
dc.date.issued2026-02
dc.descriptionFunding Information: We acknowledge financial support under the National Recovery and Resilience Plan (NRRP), Mission 4, Component 2, Investment 1.1, Call for tender No. 104 published on 2.2.2022 by the Italian Ministry of University and Research (MUR), funded by the European Union \u2013 NextGenerationEU\u2013 Project Title ScENES \u2013 Solar ENergy Expansion Strategies \u2013 CUP H53D23004890006. Publisher Copyright: © 2025 The Authors
dc.description.abstractWhile 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.en
dc.description.versionpublishersversion
dc.description.versionpublished
dc.format.extent1646895
dc.identifier.doi10.1016/j.ijhm.2025.104517
dc.identifier.issn0278-4319
dc.identifier.otherPURE: 136775986
dc.identifier.otherPURE UUID: 12a52a73-e6c2-4186-94d0-b2d94e2cb57b
dc.identifier.otherScopus: 105022612965
dc.identifier.otherWOS: 001629170300005
dc.identifier.urihttp://hdl.handle.net/10362/191406
dc.identifier.urlhttps://www.scopus.com/pages/publications/105022612965
dc.language.isoeng
dc.peerreviewedyes
dc.subjectHospitality
dc.subjectLeadership
dc.subjectQualitative research
dc.subjectResilience
dc.subjectUnwanted outcomes
dc.subjectTourism, Leisure and Hospitality Management
dc.subjectStrategy and Management
dc.titleResilience as a processen
dc.title.subtitleLong term effects of COVID-19 interventionsen
dc.typejournal article
degois.publication.titleInternational Journal of Hospitality Management
degois.publication.volume133
dspace.entity.typePublication
rcaap.rightsopenAccess

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