Exploratory Study of the Resilience of Psychological Contracts: An Ethno-methodological Perspective

Résumé

This study explores the dynamics of organizational resilience through the lens of psychological contracts, employing an ethnomethodological approach to uncover the micro-processes that underpin collective resilience. While extensive literature has examined resilience from the perspective of formal systems, strategic capabilities, and structural configurations, the role of intersubjective dynamics and sensemaking processes remains insufficiently addressed. Our research positions psychological contracts, not as static agreements but as dynamic, collectively constructed frameworks of meaning, as critical levers of resilience within organizational contexts.

Drawing on data from a Moroccan nonprofit organization, we conducted a qualitative, inductive study combining participant observation, preliminary informal interviews, and semi-structured interviews. The conversational analysis of this data revealed three key ethnomethodological processes: accountability, indexicality, and reflexivity, through which psychological contracts are constructed, negotiated, and reinforced. These processes enable organizational members to align their individual and collective interpretations of resilience, fostering a shared normative contract that enhances the organization’s capacity to adapt and thrive in the face of adversity.

Our findings demonstrate that resilience is not merely an organizational attribute but is deeply embedded in the lived experiences and interactions of members. The association’s resilience emerged from a strong sense of belonging, the personification of the organization, and the transmission of shared values and practices through mentoring. These mechanisms illustrate how psychological contracts can serve as active drivers of resilience, shaping organizational responses to crises.

This research contributes to both theory and practice by highlighting the importance of micro-level processes in resilience building and by offering managers concrete insights into how fostering resilient psychological contracts can strengthen organizational capacity. Future studies should further explore the variability of these processes across different organizational contexts and sectors.

Classification JEL: J24; O15

Paper type: Empirical Research