Resilience as a process: Long term effects of COVID-19 interventions

While resilience is often framed as a positive capacity, this study highlights its potential controversial aspects when it is taken to the extreme. Building on the article published in International Journal of Hospitality Management by Lombardi et al. (2021) and framing resilience as a dynamic process, we investigate how hospitality leaders have crafted novel practices in the post-pandemic era. Drawing on qualitative data collected in Italy, our findings highlight some unexpected and controversial aspects of resilience and, in a novel way, reveal the hidden downsides of resilience, challenging its status as an unquestioned virtue. This study therefore contributes to organizational research on the unwanted outcomes of resilience, offering critical insights into the long-term implications of adaptive leadership in high-stress environments.