**3. Resilience theory**

Resilience Theory expounds people's coping mechanisms to deal with adversity such as the performance crisis organisations are in [42]. Resilience enthusiasts refer to this capability as 'bouncing back' especially when the adversity had surfaced a certain level of incompetency [8, 43, 44]. Therefore, resilience research provides a lens to examine the potential benefits that the teamwork, planning and organisation aspects of HPO and HPWS had promised in their recommendations [30, 45]. To ascertain the extent to which resilience could contribute where the structural interventions recommended by HPO and HPWS had floundered, the chapter looks at value creation mechanisms such as team-working and management capability as advised by Katzenbach and Smith [26]. These scholars had proposed that in order to facilitate the required performance and behavioural modifications embedded in the performance models examined earlier, management need to resolve a much bigger problem, which is their interactions with staff. It is believed that doing so will enhance a deeper psychological capital among the interacting parties thereby triggering buy-in [46]. It is such management-staff interactive engagement which is critical for not only high performance [47] but also the development of resilience characteristics which are needed if both groups are to develop the teamwork, learning and entrepreneurial skills that Jones and Macpherson [48] and Jenkins et al. [49] think are crucial for longer term high performance. These qualities are similar to HPO's and HPWS's management competency development. The major and crucial difference is that they include a wider pool of staff (i.e. those lower down an organisation's hierarchy). The additional elements should therefore focus on how individuals and/or teams could develop not only decision-making capability [50] but also the capacity to become more innovative in doing so given resource constraints that most SMEs face and, therefore, given the need to be high performing [22, 44, 51]. In order to see whether developing an ultimate model, which would be beneficial for the respective parties and one that may be similar to Farkas et al.'s [52], the research methodology is examined next.
