The Mechanisms of Collective Resilience in a Crisis Context: The Case of The ‘COVID-19’ Crisis

In this research, we claim to join the efforts of practitioners and researchers provide managerial responses an unprecedented health crisis such as COVID-19. To do this, study concept 'collective resilience' a mechanism for responding in Tunisian context. The aim research is explain impact collective resilience processes on ability organizations withstand crisis. We conducted sixteen semi-structured interviews with companies that had experienced COVID-19 Continuous analysis these was carried out Nvivo12 software. Our results showed positive effect capacity resist by developing protective factors. These are manifested new intersubjective interactions (massive exchanges, shared representation, consciousness, collaboration, solidarity, mutual aid, etc.), generic (actions assembly rules not used before: less formalized procedures, more flexible decentralized structure, organizational diagrams based trust, accountability, etc.) finally improvisation tinkering organization which made it possible bring about change affecting all levels organization: strategic organizational.