Disciplines of organizational resilience: contributions, critiques, and future research avenues

2020 ◽  
Author(s):  
Julia Hillmann
Keyword(s):  
Future Research ◽  
Organizational Resilience

scholarly journals What Dimension of CSR Matters to Organizational Resilience? Evidence from China

2019 ◽  
Vol 11 (6) ◽  
pp. 1561 ◽  
Author(s):  
Wendong Lv ◽  
Yuan Wei ◽  
Xiaoyun Li ◽  
Lin Lin
Keyword(s):  
Developed Countries ◽  
Business Environment ◽  
Environmental Turbulence ◽  
Future Research ◽  
Organizational Resilience ◽  
Five Dimensions ◽  
Financial Volatility ◽  
Negative Effect ◽  
Term Performance

Prior work on corporate social responsibility (CSR) has focused mainly on its effects on the short-term performance of firms from developed countries. In this article, we shed light on its effects on organizational resilience, which is defined as the firm’s ability to positively cope with environmental turbulence, and operationalized by long-term, improved sales growth and financial volatility. In line with this operationalization, we adopt CSR’s performance-enhancing and performance-insuring mechanisms to disentangle the relationship between CSR and organizational resilience. Furthermore, we divide CSR into five dimensions, namely shareholder, employee, business, society and environment-related CSR, and respectively examine their impacts on organizational resilience. The empirical study on a large sample of public firms in China from 2010 to 2017 shows that CSR as a whole significantly increases the firms’ long-term growth and reduces their financial volatility. As for the five specific dimensions, they all have a significant negative effect on financial volatility, and the employee, business, environment-related CSR are positively associated with long-term growth. Yet, the empirical results did not indicate significant associations between shareholder and society-related CSR and firms’ long-term growth. This study first explores the impacts of CSR’s different dimensions on organizational resilience. Also, we contribute to enriching the literature on CSR by examining the long-term performance-insuring effect of CSR with a quantitative analysis of emerging markets. Finally, we discuss some important managerial implications, as well as promising directions for future research.

Organizational learning and unlearning capabilities for resilience during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Orth ◽  
Philipa Maria Schuldis
Keyword(s):  
Organizational Learning ◽  
Online Survey ◽  
Current Knowledge ◽  
Organizational Structures ◽  
Future Research ◽  
Organizational Resilience ◽  
Causal Connection ◽  
Learning Capability ◽  
Content Type ◽  
Positive Effect

Purpose The purpose of this paper is to empirically validate the positive effect of learning on organizational resilience and, within this relationship, understand the role of unlearning in the COVID-19 crisis context and progress the current knowledge about these concepts. Design/methodology/approach This paper uses online survey data from German and Austrian organizations’ employees to test hypotheses derived from frameworks by Duchek (2019), Stephenson (2010) and Fiol and O’Connor (2017). The used questionnaire is built out of three pre-tested questionnaires to increase reliability. Conceptually, this paper takes a capability approach and a process perspective. Findings The results support the positive effect of organizational learning on resilience, while rejecting the hypothesized moderating effect of unlearning on this relationship. Organizational learning showed to have a particularly strong positive effect on the adaptive capacity of resilience, compared to organizational resilience overall. Practical implications To build a learning capability for organizational resilience, managers should foster an open system culture in their organization, which aims to be generally open to learn and adapt to be able to withstand adversity. During an organizational crisis, managers have the chance to rebuild organizational structures for better information flow, e.g. implementing formal knowledge management structures. Originality/value To the best of the authors’ knowledge, this paper is the first to empirically test the causal connection between organizational learning and resilience in the Central European context during the COVID-19 crisis. The inclusion of unlearning enriches the discourse about its conceptualizations and fosters future research.

Organizational Resilience: A Model and Future Research Agenda

2020 ◽  
Vol 2020 (1) ◽  
pp. 16416
Author(s):  
Xun Yang ◽  
Kosmas X. Smyrnios
Keyword(s):  
Research Agenda ◽  
Future Research ◽  
Organizational Resilience ◽  
Future Research Agenda

scholarly journals SMEs resiliencies and agility during pandemic Covid-19: a bibliography analysis and future directions

2021 ◽  
Vol 5 (3) ◽  
pp. 19-28
Author(s):  
I Wayan Edi Arsawan ◽  
I Wayan Gede Supartha ◽  
Ni Wayan Rustiarini ◽  
Putu Ayu Sita Laksmi
Keyword(s):  
Supply Chain ◽  
Enterprise Architecture ◽  
Important Variable ◽  
Supply Chain Design ◽  
Future Research ◽  
Organizational Resilience ◽  
Sustainable Supply Chain ◽  
Urban Resilience ◽  
Organizational Agility ◽  
Research Topics

Introduction. The Covid 19 pandemic has challenged SMEs to continue to innovate, develop and maintain sustainability. Various efforts have been made to be able to have performance and competitiveness. Covid-19 provides lessons on how SMEs must be agile and resilient to turbulence, especially the global crisis so that they can carry out risk mapping, take important lessons and build relevant strategies. Aims and Task. This study aims to map the literature on organizational agility and organizational resilience in SMEs by conducting a bibliography analysis on 932 papers published in 2010-2021 in the Scopus bibliography. Result. Based on the results of the network visualization, there are seven main clusters. From the results of the overlay visualization, a supply chain is the most important variable concerning organizational agility and organizational resilience in realizing sustainability. Meanwhile, in the density visualization aspect, variables with a very high probability as future research topics such as supply management, supply chain sustainability, sustainable development goals, human resource management, chain resilience, sustainable supply chain management, agile, urban resilience, visibility, supply chain design, resilient supplier selection, and enterprise architecture. Conclusion. The present study produces a visual trend of organizational agility and resilience in SMEs sector that can be used as a references, guidance and proposed for further researchers in exploring research topics, bridging the gap in the literature, building expertise in related topic, increasing the number of citations, and enhance international networking among authors all around the world. Research regarding organizational agility and resilience could be a strategic and essential because of every organization need to sustain their existance, minimize potential risk both financial and non-financial.

Building organization and employee resilience in disaster contexts

2020 ◽  
Vol 13 (4) ◽  
pp. 393-411
Author(s):  
Mendiola Teng-Calleja ◽  
Maria Regina M. Hechanova ◽  
Pinky Rose Sabile ◽  
Angelique Pearl Virtue P. Villasanta
Keyword(s):  
Structural Equation ◽  
The Philippines ◽  
Equation Modeling ◽  
Future Research ◽  
Organizational Resilience ◽  
Survey Questionnaire ◽  
Work Organizations ◽  
Content Type ◽  
Recovery Programs ◽  
The Impact

PurposeThis study explored the resilience-building initiatives of work organizations using the Johns Hopkins Resistance–Resilience–Recovery Model. It also determined how resilience-building initiatives increase organizational resilience and promote employee resilience.Design/methodology/approachThe study employed an exploratory sequential mixed-methods approach. In Study 1, resilience-building initiatives of selected work organizations in the Philippines were determined through qualitative research. A survey questionnaire to determine the presence of resistance, resilience and recovery programs in organizations was developed based on the results of this qualitative study. In Study 2, the empirical relations of these initiatives to reported levels of perceived organizational resilience as well as individual employee resilience were determined through a quantitative survey among employees. Data was analyzed using structural equation modeling.FindingsThe findings of the study described resistance, resilience and recovery programs in work organizations. Results also supported the hypothesis that the presence of resilience-building initiatives contributes to organizational resilience, which in turn affects employee resilience.Research limitations/implicationsThe relatively low contribution of organization initiatives on organization resilience suggests that other factors may need to be explored. Also, despite using a sequential mixed-method approach, conducting longitudinal studies in future research will provide more robust data on the impact of interventions on resilience.Practical implicationsManagement may use the results in identifying initiatives that can increase resilience in their organizations. The tool created may be utilized in gathering data on initiatives and help those in-charge of disaster risk reduction and management build a business case on the importance of investing in resilience-building efforts.Originality/valueThe study identified resilience-building initiatives of work organizations in a country that regularly experiences disasters as well as demonstrated the utility of the Johns Hopkins Model as framework for resilience building in the workplace. A survey questionnaire to determine the presence of resistance, resilience and recovery programs in organizations was developed through the exploratory study (Study 1), and the contributions of these initiatives to resilience of employees and organizations were established in Study 2.

scholarly journals How Do Family Firms Manage Risky Situations? An Organizational Resilience Perspective

2016 ◽  
Vol 9 (5) ◽  
pp. 1
Author(s):  
Jonathan Bauweraerts
Keyword(s):  
Family Firms ◽  
Future Research ◽  
Organizational Resilience ◽  
Turbulent Times ◽  
The Family ◽  
The World ◽  
Unique Nature ◽  
Contingency Framework

<p>Nowadays, family firms account for a large part of the economy all around the world. Their longevity supposes that their unique characteristics make them efficient at managing risks in turbulent times. Drawing upon the concept of organisational resilience, this article proposes to theoretically investigate how the unique nature of family firms affects absorption, renewal and learning capacities. Based on these reflexions, this article proposes that the family character of the firm is positively related to absorption and learning capacities while being negatively linked with renewal capacity. It also stresses the importance to consider a contingency framework to better understand organizational resilience within family firms. Finally, it provides directions for future research to address various empirical gaps in the field.</p>

scholarly journals The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

2021 ◽  
Vol 10 (7) ◽  
pp. 53-61
Author(s):  
Eltigani Ahmed ◽  
James Kilika ◽  
Clare Gakenia
Keyword(s):  
Firm Value ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Organizational Resilience ◽  
Sustainable Competitive Advantage ◽  
Firm Resources ◽  
Resource Orchestration ◽  
Dynamic Resource ◽  
Managerial Capabilities ◽  
Literature Production

The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

scholarly journals Organizational Resilience of Community Sport Clubs Impacted by Natural Disasters

2013 ◽  
Vol 27 (6) ◽  
pp. 510-525 ◽  
Author(s):  
Pamela Wicker ◽  
Kevin Filo ◽  
Graham Cuskelly
Keyword(s):  
Natural Disasters ◽  
Interorganizational Relationships ◽  
Insurance Coverage ◽  
Future Research ◽  
Organizational Resilience ◽  
Government Grants ◽  
Community Sport ◽  
Sport Clubs ◽  
Using Data ◽  
Motor Sports

When community sport clubs are impacted by natural disasters, organizational resilience is critical to recovery. Within this study, organizational resilience is conceptualized as a function of robustness, redundancy, resourcefulness, and rapidity, and applied to community sport clubs. Using data from a survey of sport clubs (n= 200) in Queensland, Australia, the organizational resilience of affected clubs and their recovery from natural disasters (flooding, cyclone) was investigated. The findings show that clubs used human and financial resources predominantly in their recovery efforts. Organizational resilience, number of members, and the use of government grants had a significant positive effect on the extent of the club’s perceived overall recovery. Clubs providing equestrian, golf, and motor sports recovered to a significantly lower extent. Proactively pursuing government grants, suitable insurance coverage, and interorganizational relationships were identified as factors that assisted clubs in becoming more resilient. The measurement of resilience should be refined and expanded in future research.

scholarly journals Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study

2021 ◽  
Vol 13 (5) ◽  
pp. 2517
Author(s):  
Ruijun Chen ◽  
Yaping Xie ◽  
Yingqi Liu
Keyword(s):  
Factor Analysis ◽  
Reliability And Validity ◽  
Measurement Scale ◽  
Future Research ◽  
Organizational Resilience ◽  
Measurement Scales ◽  
Good Reliability ◽  
Five Dimensions ◽  
Study Approach

Organizational resilience is an important means of coping with crises. This concept has received much attention within both academia and industry. However, research on the definition and measurement of organizational resilience is still in the exploratory stage. To date, studies on organizational resilience have yielded mixed conclusions, which makes it difficult to provide specific recommendations for coping with crises. This paper uses an exploratory case study approach to explore the process of organizational resilience among six highly resilient companies: Southwest Airlines, Apple, Microsoft, Starbucks, Kyocera, and Lego. We employed grounded theory to distill the main characteristics of organizational resilience, to explore and validate its structural dimensions, and to develop a measurement scale for organizational resilience. Further, we conducted reliability and validity analysis, exploratory factor analysis, and validation factor analysis on the 526 valid data collected. Results show that organizational resilience includes five dimensions: capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience. The measurement scale has good reliability and validity, which better reflects the notion of organizational resilience. This study bridges the gaps in the existing literature on organizational resilience and its measurement scales, and provides a foundation for future research.

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