Organizational Resilience: Antecedents, Consequences, and Practical Implications – for Managers and Change Leaders *

2020 ◽  
pp. 127-158
Author(s):  
Orit Shani
Keyword(s):  
Organizational Resilience ◽  
Change Leaders ◽  
Practical Implications

scholarly journals How to emerge stronger: Antecedents and consequences of organizational resilience

2019 ◽  
pp. 1-18 ◽  
Author(s):  
Alma Rodríguez-Sánchez ◽  
Jacob Guinot ◽  
Ricardo Chiva ◽  
Álvaro López-Cabrales
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Positive Influence ◽  
Organizational Resilience ◽  
Learning Capability ◽  
Equation Modelling ◽  
Challenging Environment ◽  
Antecedents And Consequences ◽  
Corporate Social ◽  
Practical Implications

AbstractOrganizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.

A dynamic model of organizational resilience: adaptive and anchored approaches

2018 ◽  
Vol 23 (2) ◽  
pp. 180-196 ◽  
Author(s):  
Andrew Waguih Ishak ◽  
Elizabeth Ann Williams
Keyword(s):  
Organizational Behavior ◽  
High Reliability ◽  
Organizational Resilience ◽  
Content Type ◽  
Theoretical Approaches ◽  
The Face ◽  
Difficult Times ◽  
Practical Implications ◽  
Bounce Back ◽  
Spectrum Model

Purpose Organizations of all types desire to be imbued with resilience, or the ability to withstand and bounce back from difficult events (Richardson, 2002; Walsh 2003). But resilience does not play the same role in every organization. Previous research (Weick and Sutcliffe, 2011) has argued that organizations can be more or less resilient. For high reliability organizations (HROs) such as fire crews and emergency medical units, resilience is a defining feature. Due to the life-or-death nature of their work, the ability to be successful in the face of difficult events is imperative to the process of HROs. The paper aims to discuss these issues. Design/methodology/approach This is a theory piece. Findings The authors put forth a dual-spectrum model that introduces adaptive and anchored approaches to organizational resilience. Research limitations/implications There are organizations for which resilience is only enacted when the organization must overcome difficult events. And at the other end are organizations that may not enact resilience in difficult times, and therefore fail or deteriorate. But while it has been shown that organizations can be more or less resilient, there has been little attention paid to how organizations may have differing types of resilience. Originality/value In this piece, the authors theorize that resilience may differ in type between organizations. Drawing on theoretical approaches to resilience from communication (Buzzanell, 2010), organizational behavior (Weick and Sutcliffe, 2011), and motivational psychology (Dweck, 2016), the authors introduce a model that views resilience as a dynamic construct in organizations. The authors argue that an organization’s resilience-centered actions affect – and are determined by – its approach to Buzzanell’s (2010) five communicative processes of resilience. The authors offer testable propositions, as well as theoretical and practical implications from this model, not only for HROs, but for all organizations.

scholarly journals Value Chain Creation in Business Analytics

2021 ◽  
Vol 29 (4) ◽  
pp. 131-147
Author(s):  
Dong Yoo ◽  
James J. Roh
Keyword(s):  
Decision Making ◽  
Value Chain ◽  
Information Value ◽  
Organizational Resilience ◽  
Business Analytics ◽  
Quality Outcomes ◽  
A Value ◽  
Net Benefits ◽  
Analytical Technology ◽  
Practical Implications

Firms are awash in big data and analytical technology as part of the process of deriving values in the current turbulent environment. The literature has reached a consensus that investments in technology only may not reap benefits from business analytics (BA). As such, the main purpose of BA is not about how to install technical capabilities, but about how to create a process whereby a firm builds a value chain converting data into insights and ultimately into quality outcomes. Drawing upon the theory of the information value chain, this study develops a BA value chain creation model and tests it with 268 firms. Results show that organizational resilience, absorptive capacity, and analytical IT capabilities are critical antecedents of analytical decision-making quality, which in turn influences BA net benefits. In particular, organizational resilience emerges as a more significant determinant of analytical decision-making quality than technology and people in the BA value chain creation. Theoretical and practical implications are also discussed in this paper.

scholarly journals Making It Personal: Developing Sustainability Leaders in Business

2018 ◽  
Vol 33 (2) ◽  
pp. 155-174
Author(s):  
Aoife Brophy Haney ◽  
Jenny Pope ◽  
Zoë Arden
Keyword(s):  
Experiential Learning ◽  
Learning Outcomes ◽  
Corporate Sustainability ◽  
Education For Sustainability ◽  
Leading Change ◽  
Individual Level ◽  
Personal Connection ◽  
Change Leaders ◽  
Sustainability Challenges ◽  
Practical Implications

Sustainability challenges present organizations in many industries with the need to change. Leaders are critical to the process of becoming more sustainable, and yet leading change for sustainability requires new competencies. Learning at an individual level is central to developing new competencies; however, there has been limited focus to date in the literature on corporate sustainability on how leaders can learn to respond to sustainability challenges. In this article, we focus on how managers learn to become sustainability leaders in their organizations by exploring the phenomenon of experiential learning programmes. We do this by interviewing participants and organizers of four programmes about what they learned and how the programmes helped them achieve these learning outcomes. We find that the programmes supported the development of understanding, personal connection, and empowerment to act for sustainability. In particular, making sustainability personal for participants led to deep learning in each of these three areas. We contribute to conversations in the corporate sustainability literature on the potential for individuals within organizations to respond to and connect with sustainability issues in different ways. We also contribute to the literature on education for sustainability and provide practical implications for experiential learning programmes in business and business education.

scholarly journals Resilience for sustainability as an eco-capability

2017 ◽  
Vol 9 (5) ◽  
pp. 581-599 ◽  
Author(s):  
Ana Augusta Almeida Souza ◽  
Marlon Fernandes Rodrigues Alves ◽  
Nayele Macini ◽  
Luciana Oranges Cezarino ◽  
Lara Bartocci Liboni
Keyword(s):  
Role Models ◽  
Dynamic Capabilities ◽  
Practical Implication ◽  
Small Sample ◽  
Organizational Resilience ◽  
Content Type ◽  
Human Aspects ◽  
Shared Culture ◽  
Practical Implications

Purpose This paper aims to identify the dynamic capabilities that foster organizational resilience towards sustainability. Design/methodology/approach The study is a qualitative multi-case study with Brazilian manufacturers of different industries that provides an in-depth exploration of underlying dimensions towards resilience for sustainability. Findings The results indicate that to develop organizational resilience towards sustainability, both in theory and in practical terms, the actions required are long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships and eco-efficient actions. Regarding human aspects, the leader’s behaviour and shared culture are the means to encourage, educate and exemplify sustainability for all in the organization. Research limitations/implications The study has limitations in the form of a small sample size. The implications indicate a relationship between resilience and dynamic capability for sustainability. In other words, resilience develops organizational, human and technological capabilities for sustainability. Such results can improve the organizational strategy construction methods towards sustainability development. Practical implications The study has two practical implications for companies to continue working for sustainability. The first practical implication is the need to work the processes that are aimed at the exchange of information both internally and externally to the organization. It has been seen in managers’ speeches that creating ways to listen to employee suggestions could make important resource-saving discoveries and release waste. Another important source of information for improvement of operations is to listen to civil associations and industry and non-governmental organizations, as well as participate in events, lectures and discussion forums. The second practical implication is the need to work with the human side of the organization; sustainability needs to be a part of the worker’s daily life, and it needs to become common to them of the need to reflect on how to improve sustainability of processes for which they are responsible. To achieve this goal, companies need to work the pillar of cohesion resilience, emphasizing the behaviour of leaders (role models) and organizational culture. Social implications The comparative case analysis shows some practices that are able to induce good environment and provide social and organizational benefits, namely, long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships, eco-efficient actions, behaviour of leaders and shared culture among members of the organization. These practices are the means to encourage, educate and exemplify sustainability for all in the organization. Originality/value The originality of this paper is to bring together two streams of the literature, namely, resilience and dynamic capabilities, in the context of sustainability. Drawing on this approach, the study provides a new conceptual model with empirical evidence of key aspects of resilience for sustainability as an eco-capability.

Organizational resilience, job satisfaction and business performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ilse Maria Beuren ◽  
Vanderlei dos Santos ◽  
Viviane Theiss
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Business Performance ◽  
Equation Modeling ◽  
Organizational Resilience ◽  
Content Type ◽  
Corporate Reorganizations ◽  
Executives And Managers ◽  
Practical Implications ◽  
Insight Into

PurposeThis paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.Design/methodology/approachA survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses.FindingsThe results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables.Research limitations/implicationsThe main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction.Practical implicationsThe distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee.Originality/valueThis is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

2021 ◽  
pp. 875697282110449
Author(s):  
Linzhuo Wang ◽  
Ralf Müller ◽  
Fangwei Zhu ◽  
Xiaotian Yang
Keyword(s):  
Social Impact ◽  
Organizational Resilience ◽  
Collective Mindfulness ◽  
Crisis Events ◽  
Emotional Detachment ◽  
Practical Implications

The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects indicate that collective mindfulness influences organizational resilience processes through the mechanisms of awareness allocation, emotional detachment, and attention alignment. The study's theoretical and practical implications are discussed.

Transformational leadership

2015 ◽  
Vol 31 (2) ◽  
pp. 25-27 ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Competitive Edge ◽  
Change Leaders ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Employees play a major role in helping to secure a competitive edge for their organization. The need for effective human resource (HR) development is, therefore, self-evident. When it comes to improving performance, leaders invariably hold the key. Performance is inevitably affected by change. Leaders are therefore charged with the responsibility of helping the workforce understand the impact of change and how the organization should respond. Transformational leadership has become all the rage in recent times. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. 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.

The Differential Effectiveness of the Cognitive Interview Instructions for Enhancing Witnesses’ Memory of a Familiar Event

2014 ◽  
Vol 73 (1) ◽  
pp. 25-34 ◽  
Author(s):  
Magali Ginet ◽  
Jacques Py ◽  
Cindy Colomb
Keyword(s):  
Cognitive Interview ◽  
Critical Event ◽  
Surgical Operation ◽  
Differential Effectiveness ◽  
Correct Information ◽  
Control Instruction ◽  
The Individual ◽  
Practical Implications

This study examines the influence of familiarity on witnesses’ memory and the individual effectiveness of each of the four cognitive interview instructions in improving witnesses’ recall of scripted events. Participants (N = 195), either familiar or unfamiliar with the hospital script, were presented with a video of a surgical operation. One week later, an interviewer used one of the four cognitive interview instructions or a control instruction to ask them about the video. Participants familiar with the surgery context recalled significantly more correct information and, in particular, more consistent and irrelevant details than those unfamiliar with the surgery context. Furthermore, the results confirmed the effectiveness of all four cognitive interview mnemonics in enhancing the amount of correct information reported, irrespective of the participants’ familiarity with the critical event. However, their efficacy differed depending on the category of details considered. The practical implications of these results are discussed.

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