The impact of team resilience on crisis management in relief organizations operating in Jordan

Abstract

This study aims to demonstrate the impact of team resilience on crisis management in relief organizations operating in Jordan. It focuses on four key dimensions of team resilience: qualification and training, organizational structure, communication quality, and crisis management in its three phases (pre-crisis, during-crisis, and post-crisis). The study employed a descriptive-analytical approach. The study population consisted of employees in local, foreign, and international relief organizations operating in Jordan. A purposive sample of 506 participants was selected, representing various job levels (employees, coordinators, supervisors, department heads, and managers). Data were collected using a validated questionnaire designed to measure the dimensions of team resilience and crisis management practices according to a five-point Likert scale. Data analysis was conducted using SPSS version 25. The results showed that the level of team resilience in relief organizations was moderate, tending towards high in the dimensions of qualification and training, organizational structure, and communication quality. The results also indicated that crisis management practices in the pre-crisis, during-crisis, and post-crisis phases were applied to an appropriate degree from the perspective of the participants. The statistical analyses of the sample also revealed strong and statistically significant correlations between the dimensions of team resilience and crisis management. Furthermore, the analysis showed a significant explanatory effect of qualification and training, organizational architecture, and communication quality in enhancing crisis management efficiency. Consequently, the main hypothesis and its sub-hypotheses, which denied the existence of an effect of these dimensions on crisis management, were rejected. The study recommends strengthening specialized qualification and training programs in crisis management for staff in relief organizations, redesigning organizational structures and procedures to enhance their flexibility and rapid response capabilities, and developing internal and external communication systems to ensure the accurate and rapid flow of information throughout the various stages of a crisis. The study also suggests future research addressing team resilience in other types of humanitarian organizations and expanding the study of mediating or modifying factors in the relationship between team resilience and crisis management effectiveness. This would contribute to building a comprehensive model for enhancing institutional preparedness and resilience in relief contexts.