Leveraging Social Selling on LinkedIn for B2B Relationship Management in the COVID-19 Era

As the business environment grows increasingly disrupted, building resilience has become an imperative for organizational survival and competitiveness. This paper explores the critical nexus between dynamic capabilities theory and strategic human resource management (SHRM) in enabling organizational resilience. Through a comprehensive literature review, we examine the conceptual intersections between dynamic capabilities, strategic HRM, and resilience. We propose a theoretical framework that delineates how targeted SHRM practices can develop dynamic capabilities by continuously sensing opportunities and threats, seizing market options, and reconfiguring resources and competencies. Our model provides an integrated perspective on how targeted SHRM practices can develop the dynamic capabilities needed to foster resilience in turbulent business environments. Testing this model empirically can provide evidencebased insights for practice on configuring SHRM to build resilience.