Strategic Human Resource Management Practices and Organizational Resilience: A Theoretical Nexus[Pratiques de management stratégique des ressources humaines et résilience organisationnelle : Un lien théorique]

In an era marked by unprecedented disruptions, organizational resilience has become crucial for survival and success. Based on a literature review, this paper presents a comprehensive framework that integrates Strategic Human Resource Management (SHRM) with organizational resilience by leveraging the Resource-Based View (RBV), Dynamic Capabilities theory, and Contingency theory. Our framework posits that SHRM practices, such as effective recruitment, training, and performance management, develop valuable, rare, inimitable, and non-substitutable (VRIN) resources essential for competitive advantage. These practices also foster dynamic capabilities, enabling organizations to adapt and thrive amid environmental changes. Additionally, the effectiveness of these practices is contingent upon their alignment with the organizational context. By mediating the transformation of VRIN resources into resilience, dynamic capabilities play a critical role. This integration offers both theoretical insights and practical strategies for enhancing organizational resilience. Our findings provide a strategic roadmap for HR managers to build resilient organizations capable of navigating the complexities of today's volatile, uncertain, complex, and ambiguous (VUCA) world. Key words: Organizational resilience, Strategic Human Resource Management, Resource-Based View, Dynamic Capabilities, Contingency theory.