In the Context of Organizational Sustainability; Evaluation of Organizational Agility, Business Continuity Management, High Reliability Organizations and Organizational Resilience Concepts with the Ecosystem Approach

Although organizational sustainability and organizational resilience are critical dynamic capabilities for business continuity management, especially in times of crisis such as the COVID-19 pandemic, there are few studies that analyze the relationship between these three concepts to understand risks management. For this reason, our study analyzes these relationships to contribute to a better understanding of the subject and to propose future lines of research. We use bibliometric and content analysis, based on the Web Of Science and Scopus databases, during the period between 1998 and 13 May 2021. Main findings indicate that there is a bidirectional relationship between organizational sustainability capabilities and organizational resilience capabilities, but there is not enough evidence of their relationship with business continuity management. Additionally, results allow us to infer that there are four groups of relationships between them: (1) From Risk Management to Business Continuity Management and Organizational Resilience; (2) Resilience and Business Continuity practices; (3) Business Continuity contribution to Innovation and Sustainability; (4) Dynamic Capabilities for Organizational Sustainability and Organizational Resilience to enhance Business Continuity Management. Moreover, different stages were identified to understand the impact of organizational sustainability capabilities and organizational resilience capabilities on business continuity management facing disruptive events.

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Organizational Resilience: Examining the Influence of Information Cost and Organizational Capacity on Business Continuity Management

HCI in Business, Government and Organizations - Lecture Notes in Computer Science ◽

10.1007/978-3-030-77750-0_28 ◽

2021 ◽

pp. 444-455

Author(s):

Wei-Ning Wu

Keyword(s):

Organizational Capacity ◽

Business Continuity ◽

Organizational Resilience ◽

Information Cost ◽

Business Continuity Management

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Rehab & High Reliability Organizations

JEMS Journal of Emergency Medical Services ◽

10.1016/s0197-2510(06)70372-2 ◽

2006 ◽

Vol 31 (5) ◽

pp. 14-14

Author(s):

A.J. Heightman

Keyword(s):

High Reliability ◽

High Reliability Organizations

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Are Public Bureaucracies Supposed to Be High Reliability Organizations?

Global Perspectives ◽

10.1525/gp.2020.17643 ◽

2020 ◽

Vol 1 (1) ◽

Author(s):

Wolfgang Seibel

Keyword(s):

Child Protection ◽

Organization Theory ◽

Goal Attainment ◽

High Reliability ◽

Human Action ◽

High Reliability Organizations ◽

Fine Grained ◽

Trade Offs ◽

Public Bureaucracy ◽

Account Standard

This article addresses the question of to what extent conventional theories of high reliability organizations and normal accidents theory are applicable to public bureaucracy. Empirical evidence suggests precisely this. Relevant cases are, for instance, collapsing buildings and bridges due to insufficient supervision of engineering by the relevant authorities, infants dying at the hands of their own parents due to misperceptions and neglect on the part of child protection agencies, uninterrupted serial killings due to a lack of coordination among police services, or improper planning and risk assessment in the preparation of mass events such as soccer games or street parades. The basic argument is that conceptualizing distinct and differentiated causal mechanisms is useful for developing more fine-grained variants of both normal accident theory and high reliability organization theory that take into account standard pathologies of public bureaucracies and inevitable trade-offs connected to their political embeddedness in democratic and rule-of-law-based systems to which belong the tensions between responsiveness and responsibility and between goal attainment and system maintenance. This, the article argues, makes it possible to identify distinct points of intervention at which permissive conditions with the potential to trigger risk-generating human action can be neutralized while the threshold that separates risk-generating human action from actual disaster can be raised to a level that makes disastrous outcomes less probable.

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