Abstract
AbstractThis paper advances research on the nexus between macro‐level turbulence and workers' experience through the empirical analysis of the coping strategies of women human resource managers in the context of Lebanon. Theoretically grounded in the transactional theory of stress and coping, the findings reveal how the multidimensional coping strategies of human resource managers unfold at the juncture of macro‐level turbulence, emotion‐focussed and problem‐solving strategies, doing/re‐doing of gender, and the deployment of various types of silence.
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