The Mechanisms of Collective Resilience in a Crisis Context: The Case of The ‘COVID-19’ Crisis

In this research, we claim to join the efforts of practitioners and researchers to provide managerial responses to an unprecedented health crisis such as COVID-19. To do this, we study the concept of 'collective resilience' as a mechanism for responding to crisis in the Tunisian context. The aim of this research is to explain the impact of collective resilience processes on the ability of organizations to withstand crisis. We conducted sixteen semi-structured interviews with Tunisian companies that had experienced the COVID-19 crisis. Continuous analysis of these interviews was carried out with the Nvivo12 software. Our results showed a positive effect of collective resilience on the capacity of organizations to resist the COVID-19 crisis by developing protective factors. These are manifested by new intersubjective interactions (massive exchanges, shared representation, collective consciousness, collaboration, solidarity, mutual aid, etc.), generic interactions (actions and assembly rules not used before: less formalized rules and procedures, more flexible and decentralized structure, new organizational diagrams based on trust, accountability, etc.) and finally the improvisation and tinkering of the organization which made it possible to bring about a change affecting all levels of the organization: strategic and organizational.