Crafting organisational resilience through managerial performance

Victor Yawo Atiase*, David Sarpong, Senyo Agbanyo, Johnson Kwesi Ameh

*Corresponding author for this work

Research output: Chapter in Book/Published conference outputChapter


Organisational resilience is a strategic resource within the contingencies of organising in Small and Micro businesses (SMEs). In this regard, the notion of resilient human capital in propelling a resilient organisation has come to dominate the contemporary discourse on the performance of SMEs. Drawing on human capital theory as a meta-theoretical lens, we examine the cumulative effect of managerial training on managers' performance in the context of relatively underdeveloped institutions and markets. Employing a quantitative research methodology, data for our empirical inquiry comes from a survey of 506 Ghanaian SMEs operating in diverse sectors of the economy. Following SMEs being at the convergence point of resource constraint, we show why some firm managers are more likely to exhibit managerial resilience than those in other firms. Our data evidence suggests that targeted managerial training, in practice, has the potential to strengthen organisational resilience. Nevertheless, the content, efficiency and frequency of the training received, we argue, accounts for the differential performance of managers within the contingencies of everyday organising. We conclude by delineating some relevant implications of our study for the theory and practice of managerial resilience nurturing in organising.

Original languageEnglish
Title of host publicationThe African Context of Business and Society
EditorsKingsley Obi Omeihe, Christian Harrison
Number of pages18
ISBN (Electronic)9781801178525
ISBN (Print)9781801178532
Publication statusPublished - 10 Oct 2022


  • Ghana
  • Human capita
  • Managerial training
  • Performance
  • Resilience
  • SMEs


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