Organizational resilience increasingly depends on how multinational corporations mobilize internal human resources in the face of global disruption. This study investigates how Common Good Human Resource Management (CG-HRM) practices, which are grounded in an 'outside-in' perspective that emphasizes societal purpose, shape the organizational conditions under which repatriates' international experience contributes to organizational resilience. Drawing on Social Exchange Theory, we examine how CG-HRM is associated with repatriates' affective commitment and knowledge transfer, and how these micro-level responses relate to organizational resilience. Using a multi-wave, multisource survey design, data were collected from 41 Chinese firms, involving 41 leaders and 229 repatriated employees. This study contributes to the literature on organizational resilience, CG-HRM, and repatriates, and offers practical insights for multinational corporations seeking to strengthen resilience through global repatriate management.
