1 Not to be cited or used without the authors’ permission 20 November 2014 Promoting Organisational Resilience through Sustaining Engagement in a Disruptive Environment: What are the implications for HRM? Bernard Walker, Venkataraman Nilakant and Rosemary Baird University of Canterbury, Christchurch, New Zealand Abstract This paper explores the relationship between work engagement and organisational resilience, based on empirical data from 11 organisations in Christchurch following a major disaster. Data was collected through interviews and discussion groups, involving 200 participants. Analysis used grounded theory methods of coding, memo writing, constant comparison and theoretical saturation. Findings identify a set of critical factors that influence organisational-level resilience and suggest that HRM practitioners should attend to work engagement as a practical marker to guide the development of this resilience.