Building Resilient Teams: A Multi-group Analysis of Resilience, Technostress, Well-being and Organizational Culture

Using job demands-resources theory, this study investigates the relationship between technostress and team well-being, with employee and team resilience as mediators. It also explores the above relationships in different organizational cultures using the competing values framework. We collected data from 320 leaders and team members from 28 Indian organizations. Technostress, as a job demand, affects employee resilience and, in turn, team resilience. Further, a full mediation model is supported in which technostress is found to impact team well-being via employee and team resilience. The study demonstrates that the technostress, resilience and well-being model varies across all organizational cultures. The present research has contributed to the emerging field of team-level resilience research by investigating both its negative predictors, such as technostress, and its positive influencers, such as employee resilience, as well as its outcomes.