ABSTRACT
This chapter presents conceptualisations of adaptive and maladaptive employee resilience. As the world of work changes, this work encourages increased consideration for how the enactment of resilience helps (or harms) individuals’ wellbeing and progress towards goals. Through grounding this framework in the goal-setting and coping domains, this chapter calls into question the assumed “positive” and “adaptive” nature of resilience to encourage more nuanced conceptualisations and models. Further, this work asserts that resilience may be an adaptive or maladaptive choice made in the goal-pursuit process and that this designation depends upon the effect that the enactment of resilience has on subsequent entity (e.g., individual or team) outcomes (e.g., performance and health). Theoretical underpinning, illustrative examples, and implications for research and practice are discussed.
