Building organizational resilience, innovation through resource-based management initiatives, organizational learning and environmental dynamism

2021 ◽  
Author(s):  
Hoa Do ◽  
Pawan Budhwar ◽  
Helen Shipton ◽  
Hai-Dang Nguyen ◽  
Bach Nguyen
Keyword(s):  
Organizational Learning ◽  
Organizational Resilience ◽  
Environmental Dynamism

Conceptual Levels of Information Processing and Information Interpretation in Knowledge Management

2010 ◽  
pp. 75-90
Author(s):  
Murako Saito
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Organizational Learning ◽  
Common Ground ◽  
Organizational Resilience ◽  
Reflective Process ◽  
Constructive Dialogue ◽  
Information Interpretation ◽  
Conceptual Confusion

In managing knowledge, conceptual confusion on information arises frequently among researchers in different disciplines. The term of information is defined at least into four: data, information, knowledge, and wisdom. Procedural ways of information are different among disciplines even when the definition is similar. Interpretation of information varies in accordance with its meaning or its value for the receivers. Most of the misalignment in the field stems from different interpretations and the different procedural ways of the information presented. In this chapter, first, information processing levels in knowledge management and second, three levels in cognition-action reflective process are described. Thirdly, information interpretation in internal world, and finally juxtaposition of scientific and interpretive perspectives are discussed for developing organizational learning and organizational resilience and for building common ground for productive and constructive dialogue between and within disciplinary fields.

How organizational learning increases organizational resilience

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Reading Time ◽  
Organizational Resilience ◽  
Unexpected Events ◽  
Individual Group ◽  
Content Type ◽  
Collective Levels ◽  
The Face ◽  
Pertinent Information

Purpose This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. 10; 10; 10; 10; 10; Design/methodology/approach Unexpected events invariably pose significant threats to most firms. However, a focus on organizational learning at individual, group and collective levels can make the company more resilient in the face of such adversities and turn potentially damaging situations into valuable sources of opportunity. Findings Unexpected events invariably pose significant threats to most firms. However, a focus on organizational learning at individual, group and collective levels can make the company more resilient in the face of such adversities and turn potentially damaging situations into valuable sources of opportunity. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Organizational resilience of NGOs in Oman

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1097-1117
Author(s):  
Basil John Thomas
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Resilience ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Research Findings ◽  
Strategic Training ◽  
Managerial Level

The paper argues for nonprofit making corporations that strive to increase resilience against economic challenges through human resource development and strategic training by involving the management in various sections of the human resource management activities. Non-governmental organizations (NGOs) operating in an open environment, depend upon external sources for funds and resources to perform robustly. Changes in external environment and internal deficiencies lead to face adverse impacts and collapse of organizations. Very few organizations manage to recover from losses, take advantage from situations and evolve stronger than before. Resilience provides strength to NGOs and help obtain positive future prospects under crisis situations. The study aims to enhance understanding of dynamics and nature of resilience of NGOs. It empirically investigates the effect of factors including transformational leadership that promotes organizational learning, management development, ethics training, systems thinking and social capital and political instability as an external factor on resilience of NGOs. Data have been collected from sample of 200 managerial level employees working in NGOs of Muscat, Oman. The research findings conclude that transformational leadership has a significant positive effect on organizational resilience; whereas, the indirect effect of transformational leadership in the presence of organizational learning as mediator is insignificant, thus exhibits insignificant mediation.

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.

Mediating effect of organizational learning and moderating role of environmental dynamism on the relationship between strategic change and firm performance

2019 ◽  
Vol 12 (2) ◽  
pp. 275-297 ◽  
Author(s):  
Haruna Isa Mohammad
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Strategic Change ◽  
Developed Countries ◽  
Mediating Effect ◽  
Environmental Dynamism ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose With the materialization of literature on strategic change, it is clear that organizational learning and organizational dynamism have been among the most notable areas of study. The purpose of this paper is to extend the literature on strategic management by examining the mediating effects of organizational learning and the moderating role of environmental dynamism on the relationship between strategic change and firm performance. Design/methodology/approach A survey questionnaire was administered to 650 respondents who were both corporate and business-level managers of 22 main deposit money banks (commercial banks) and their branches across the country. In total, 630 questionnaires were returned and 587 were used after following all the processes of data preparation. Path analysis was employed to test the hypotheses in this study using Smart PLS 3. Findings The study found a significant mediating effect of organizational learning on the relationship between strategic change and firm performance. Although no significant moderating role of environmental dynamism was found, the directions of the path coefficients are consistent with the hypothesis. All the relationships between the constructs are significant. Research limitations/implications It is paramount for managers to understand the type of environment and learning that fits diverse kinds of strategic changes in order to improve firm performance. It is evident that changes that are not proactive and generative organizational learning may seem dangerous for a firm. However, organizations should learn to incorporate the change to be able to compete in a dynamic competitive environment. Originality/value Prior studies on strategic change, environmental dynamism and organizational learning have mainly focused on manufacturing and construction industries in the developed countries, but less has been done in the service sector, particularly the banking organizations in developing countries. Nigeria is one of those countries. Therefore, this study focuses on the links between strategic change and firm performance, moderating role of environmental dynamism and the mediating effect of organizational learning within the context of the Nigerian deposit money banks.

scholarly journals LIDERES RESILIENTES Y MANAGEMENT DEL EMPORIO COMERCIAL DE GAMARRA DEL DISTRITO DE LA VICTORIA. RESILIENT LEADERS AND MANAGEMENT OF GAMARRA COMMERCIAL EMPORIUM, “LA VICTORIA” DISTRICT.

LOGOS ◽  
2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Mg. Florez Garmendia Pedro ◽  
Mg. Farfán Flores Moisés
Keyword(s):  
Organizational Learning ◽  
Experimental Design ◽  
Qualitative Study ◽  
Economic Crisis ◽  
Business Management ◽  
Organizational Resilience ◽  
Competitive Advantages ◽  
Know How ◽  
Financial Uncertainty ◽  
Challenging Environment

RESUMENEn un mundo lleno de cambios, transformaciones e incertidumbre económica y financiera,  ¿por qué algunas organizaciones fracasan y otras llegan a recuperarse con, incluso mejores resultados que antes.? Más que centrarse en las causas que generan esta situación, la resiliencia  organizacional y en especial los lideres resilientes , crean ventajas competitivas  sobre otras empresas, al saber administrar–management– las adversidades internas y externas , enfrentándolas, sobreponiéndolas  y aprendiendo  de ellas para  fortalecerse.Las empresas que desarrollan la resiliencia son capaces de seguir proyectándose en el futuro a pesar de tener delante un entorno difícil y complicado que la crisis económica les está imponiendo, pero hay empresas que presentan un desempeño superior a otras, que no sólo subsisten sino que aún mejoran sus resultados.¿En qué se diferencian estas organizaciones de las  que  en su  gran  mayoría  sufren  los  embates perniciosos de las situaciones críticas?Las empresas resilientes transmiten optimismo, resisten a la adversidad, saben adaptarse al entorno que les rodea, aprenden y desaprenden sin limitaciones, son capaces de mantener la confianza en lo que hacen, en su proyecto de empresa.  El estudio, Lideres  resilientes y management del emporio comercial  de Gamarra, estuvo enmarcado dentro del nivel de investigación tipo descriptivo y explicativo con un estudio cualitativo y un diseño no experimental y se buscó determinar, como  los lideres  resilientes influyen  en los procesos  del  management  del emporio comercial  de Gamarra del Distrito de la Victoria. La población estuvo conformada  con una población de 364 comerciantes  y una muestra 48 confeccionistas y textiles .Se privilegia la teoría de  Wolin & Wolin  (1993)  que  privilegia  los argumentos de  la resiliencia.Palabras  claves : Lideres  resilientes, Empresas resilientes,  Management , Aprendizaje organizacional. SUMMARYIn a world full of changes, transformations and economic and financial uncertainty, why some organizations fail and others achieve to recover with even better results than before? Rather than focusing on the causes of this situation, especially organizational resilience and resilient leaders, create competitive advantages over other companies, to know how to manage - management - internal and external adversities facing them, endure them and learning from them to become stronger. Companies that develop resilience are able to continue projecting into the future despite having ahead a difficult and challenging environment that the economic crisis is imposing them, but there are companies that have a performance superior to others, which not only persist but even improve their results.What these organizations that mostly suffer the pernicious attacks of critical situations differ?Resilient companies transmit optimism, resisting adversity, know how to adapt to the environment around them, learn and unlearn without limitation, they are able to maintain confidence in what they do in their business project. The study, Resilient Leaders and management of the commercial emporium of Gamarra, was framed within the level of descriptive and explanatory type research with a qualitative study and a non-experimental design and sought to determine, as the resilient leaders influence the processes of management of the Emporium Gamarra commercial district of Victoria. The population consisted of a population of 364 dealers and a sample 48 garment manufacturers and textile .The theory favors Wolin & Wolin (1993) that favors the arguments of resilience. Keywords : Leaders resilient, resilient Business, Management, Organizational Learning.

scholarly journals Organizational Resilience and Corporate Performance of Deposit Money Bank in Port Harcourt, Nigeria

2019 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
A.O. Oparanma ◽  
Elezie Patricia Ulunma
Keyword(s):  
Organizational Learning ◽  
Correlation Coefficient ◽  
Corporate Performance ◽  
Rank Correlation ◽  
General Purpose ◽  
Primary Data ◽  
Organizational Resilience ◽  
Regional Office ◽  
Adaptive Capabilities ◽  
Port Harcourt

This study examined the relationship between organizational resilience and corporate performance of deposit money banks in Port Harcourt. The general purpose was to examine the effect of organizational resilience on corporate performance of deposit money banks while the specific objectives are to examine the effect of organizational learning and adaptive capabilities on corporate performance. Twenty-one deposit money banks operating in Port Harcourt. Sixty three sample representatives were selected from the deposit money. Organizational resilience measures are organizational learning and adaptive capabilities while corporate performance measures are profitability, market share and employee satisfaction. Primary data were sourced through questionnaires and administered to managers at the regional office of the deposit money banks. Descriptive statistics and Spearman rank correlation coefficient with the aid of Statistical Packages for Social Science were used as data analyses techniques. Findings reveal a correlation coefficient of 81.4 percent and probability of 0.0000 between organizational learning and corporate performance. 89.4 percent and probability of 0.0000 between adaptive capabilities and corporate performance.  The finding indicates that organizational resilience has positive and significant relationship with corporate performance of the deposit money banks. It therefore recommends that techniques and strategic measures should be devise to enhance organizational resilience among the deposit money banks in Port Harcourt.

scholarly journals Effectiveness in Following Eco Friendly Production Techniques by Large Scale Industries

2019 ◽  
Vol 9 (2S4) ◽  
pp. 398-401
Keyword(s):  
Organizational Learning ◽  
Large Scale ◽  
Dynamic Capabilities ◽  
Technological Development ◽  
Industrial Relations ◽  
Organizational Resilience ◽  
Managerial Ability ◽  
Production Techniques ◽  
New Ideas ◽  
The Impact

This paper examined the impact of industrial relations environment on organizational resilience, with special interest on its implications on managers in Nigeria workplaces. Some industrial relations environments such as economic, socio-cultural, legal-political, technological among others were identified and discussed. Organizational learning, adaptive capacity and dynamic capabilities were the measures of organizational resilience considered in this paper. The paper notes that the resilient ability of an organization develops over time from an organization’s continual adjustment to its environment and adjustment to current adversities affecting it, as well as adapting to recover from pre-perturbation state as much as possible. The paper concludes that for an organization to develop effective resilient ability, management must anticipate disturbances and develop the ability to restore to original state, and to develop new skills in disruptive conditions. Additionally, industrial relations demands managerial ability to successfully scan, understand and interpret the environment which an organization operate in order to develop advantage in building resilience. It recommends that organizations should embrace technology with open arms. Managers and employees should pay greater attention on scientific and technological development, and research as a means of improving their innovative abilities, and generation of new ideas and thoughts in order to successfully adapt to the changing environment in order to develop strong resilience ability. Additionally, managers should ensure that they develop their conceptual and technical skills and knowledge so that they can be able to understand and interpret their operating industrial environment and also use such knowledge to encourage organizational learning, and to develop adaptive abilities, as well as dynamic capabilities in their organizations. Governments should encourage through her agencies, a good industrial relations policies which are capable of encouraging industrial harmony among the parties in industrial relations, as well as providing policy stability for organizations to operate with

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