In the twenty-first century, resilience has emerged as a seminal and important topic linked to calls for adaptability, well-being and organizational performance. Extant strategic human resource management (HRM) literature and practices have developed many insights into resilience. However, overall, they have a propensity to conceptualise resilience as being associated with ‘macro-’ and ‘extreme’ situations. This paper complements the prevailing perspective by developing a micro-focus on resilience through the conceptual framework of organizational ambidexterity surfacing under-examined individual resilience in connection with HRM practices. Methodologically, the paper adopts a qualitative approach presenting data from two illustrative contexts: an ‘everyday’ quasi-governmental institution and a prima facie ‘extreme’ pan-international military organization. Using template analysis, a number of valuable themes and similarities are identified. The findings and discussion underline the managerial challenges in handling organizational ambidextrous dynamics and tensions surrounding resilience, positive and sceptical approaches in relation to individual and organizational stances towards HRM practices. As such, the results point at value in HRM managers and practices recontextualising and appreciating ‘extremes’ and resilience more as an everyday (rather than exceptional) phenomenon wherein myriad micro-moments are highly significant in constructing and influencing macro-contexts. This also implies a need to see cynical resistance as normative rather than automatically negatively.

To achieve Sustainable Development Goal SDG 17, which focuses on international cooperation, partnerships, will be vital. In this comment, we examine the key obstacles such as vested economic interests that will need to be overcome for the successful implementation of SDG 17. Sustainable Development Goal 17 focuses on partnerships that can enable the achievement of other SDGs. In this comment the authors examine the obstacles to the success of SDG 17 and suggest measures to overcome these.

Purpose: This paper is prompted by recent professional and political events and specifically the politically oriented “Manifesto for Work” recently published by the Chartered Institute of Personnel and Development (CIPD). The purpose of this paper is to propose a manifesto for the broad professional sphere of higher education, skills and work-based learning. Design/methodology/approach: This paper utilises a unique form of political ideology critique, applied to the CIPD’s manifesto for work, to propose alternative directions for practice, research and policy. Findings: This paper highlights four key areas which need further research and development in the area of higher education, skills and work-based learning. These are discussed in relation to: overhauling corporate governance; inclusive workplaces, flexible working and disadvantaged groups; investment in skills, lifelong learning and well-being; and re-balancing working practices and rights. Research limitations/implications: This paper highlights areas for further research in the broad professional area of higher education, skills and work-based learning. Originality/value: This paper is a unique, time-bound political respond to the current political landscape, and is the first to propose a manifesto for the professional sphere of higher education, skills and work-based learning.