Strategic Adaptive Resilience Capacity

2022 ◽  
pp. 102-123
Author(s):  
José G. Vargas-Hernández

This chapter analyzes the adaptive resilience capacity as an organizational strategy. It is assumed that the development of organizational resilience capabilities can support the transformation and adaptation strategies aimed to enhance the socio ecosystem services. One of the organizational capabilities is organizational resilience assuming that adverse conditions have an impact on the organization which may remain vulnerable unless it learns new capabilities and actions, adapts to access changing resources, and creates iteratively new forms and opportunities with the available resources. It is concluded that a strategic adaptive capacity approach to organizational resilience supports the design and implementation of more flexible and progressive strategies to face any kind of environmental disturbances, crises, and shocks to become more competitive in the global marketplace environment.

2022 ◽  
pp. 229-250
Author(s):  
José G. Vargas-Hernández

The objective of this chapter is to analyze the implications of organizational resilience capability and capacity building and development processes and the posed challenges to its design and implementation. It is based on the conceptual and theoretical assumptions underpinning the capabilities of resilience that can be learned and designed by organizations to be implemented and applied to adverse conditions. These underlying assumptions affect the organizational resilience capabilities building. It is concluded that building and developing organizational resilience capabilities has increased the research agenda on the theoretical and conceptual literature and the notions, factors, elements, and challenges.


2021 ◽  
Vol 13 (15) ◽  
pp. 8196
Author(s):  
Ana Maria Corrales-Estrada ◽  
Loyda Lily Gómez-Santos ◽  
Cesar Augusto Bernal-Torres ◽  
Jaime Eric Rodriguez-López

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.


2021 ◽  
Vol 13 (2) ◽  
pp. 1005
Author(s):  
Bernardo Duarte ◽  
Isabel Caçador

Research on biosaline agriculture has been increasing worldwide in recent years. In this respect, the Iberian halophyte diversity present a high-value ecological solution to be implemented for biosaline-based agroecosystems. The research on these halophytic species has been increasing worldwide and, in the recent years, especially in terms saline agriculture adaptation, osmophysiology and nutraceutical potential, highlighting the importance and potential of these species in terms of agrosolutions. The Mediterranean area has high biodiversity in terms of endemic halophytic vegetation (ca. 62 species), providing an alternative pool of potential new agricultural products to be cultivated in adverse conditions. Besides being highly diverse, most of these species are endemic and present a perennial life cycle with several applications in terms of food, forage, nutraceutical, feedstock and remediation. More specifically, the Iberian halophytic flora shows potential as resources of essential fatty acids, minerals and antioxidants—all very important for human and animal nutrition. Alongside the establishment of halophyte agroecological solutions is the provision of key ecosystem services, such as carbon sequestration and soil rehabilitation. Moreover, halophyte-based ecosystems provide additional recognized ecosystem services, beyond the final product production, by improving soil health, ecosystem biodiversity and storing large amounts of carbon, thereby increasing the ecosystem resilience to climate change and offering a green solution against climate change.


2021 ◽  
Author(s):  
Rosa María Dextre ◽  
María Luisa Eschenhagen ◽  
Mirtha Camacho ◽  
Sally Rangecroft ◽  
Laurence Couldrick ◽  
...  

<p>Increasing pressures on ecosystems in the Latin American region as well as the adoption of multilateral conservation commitments have led to the implementation of instruments that are economic in nature but oriented towards the recovery, conservation, and functioning of ecosystems. The increasing adoption of schemes such as payment for ecosystem services (PES) has emerged as multilateral strategies to address water security problems in the mountain regions of Perú. However, their design and implementation can face many barriers when the policy is translated into practice in a local context. Socio-economic processes and hydro-climatic factors are affecting the capacity of the ecosystems of the glaciated Cordillera Blanca (Peruvian Andes) to provide water services, in terms of both, quality and quantity, to the main users of the Santa River basin. This study thus aims to analyze how the hydro-social relations affect, and are affected by, the introduction of water-related PES in the Quillcay sub-basin, one of the most populated sub-basin along the Santa River basin. The water metabolism approach was used to characterize water as a service produced by ecological systems (water as an ecological fund) and co-produced by social systems (water as a social flow). For this purpose, a classification of the different social and ecological uses and meanings of water was used, as well as the role of the different actors involved. </p><p>Based on the combination of primary data, both from an urban citizens survey (Huaraz) and semi-structured interviews with different actors, and from secondary sources, we present evidence that the metabolic pattern of water in the upper Santa basin is impacted not only by the glacial meltwater and rainwater regime but also by political, economic and cultural power relations over water. Thus, the implementation of a PES policy in the upper Santa basin affects and is affected by, ecological and social dimensions of water. In the ecological dimension, glacial retreat makes the design of a water-related PES more complex. In the social dimension, some socio-political processes, such as the lack of experience and the limited technical and financial capacity of public water management institutions to carry out these processes, as well as the lack of political will of regional and local authorities to promote them, are affecting the way these PES schemes are implemented. Along with these institutional bottlenecks, local socio-cultural processes related to a lack of interest in participating and demanding to participate in these decision-making processes could result in the design of a mechanism in which not all stakeholders benefit equally. This raises the need to recognize the multi-dimensional nature of water in the design and implementation of policies, and the importance of identifying processes and barriers which affect the success of these policies.</p>


2019 ◽  
Vol 13 (2) ◽  
pp. 387-423 ◽  
Author(s):  
Stephanie Duchek ◽  
Sebastian Raetze ◽  
Ianina Scheuch

Abstract Organizations today operate in an increasingly complex and turbulent world in which unexpected events are omnipresent. Thus, they need to develop resilience capabilities to manage unexpected disruptions, maintain high performance, and even thrive and grow. In research, there are preliminary indications that diversity could play an important role in the development of resilience in organizations. However, although there are numerous studies on both resilience and diversity, the connection between the two constructs remains largely unexplored. Our paper aims to narrow this research gap by answering the following questions: What role does diversity play in the development of organizational resilience? What does this mean for resilience-enhancing diversity management? To answer these questions, we link existing research on elements of organizational resilience and outcomes of diversity in organizations. By developing a theoretical framework, formulating propositions, and discussing implications for further research, this paper provides a foundation for future empirical research. Moreover, it offers useful insights into the successful management of organizational resilience.


Author(s):  
Diego R. Toubes ◽  
Noelia Araújo-Vila ◽  
Arthur Filipe de Araújo

To survive and remain competitive in a constantly changing environment, companies need to develop adaptive capabilities, that is, to become more resilient. Some authors argue that including young employees in the company's decision-making process contributes to enhance their organizational resilience. The present study aims to further investigate this assumption through a case study approach. To this end, 18 Generation Z Business Administration students form several European countries were familiarized with the processes of a luxury goods company and requested to propose solutions to five real challenges that affect the segment. In the presented solutions, they showed potential to enhance each of the dimensions of resilience according to the main conceptualizations of the subject. The findings suggest that companies should invest in attracting, training, and empowering young talents to make decisions in order to enhance their resilience capacity. Future studies should further investigate the topic through explanatory approaches in order to reach a more reliable understanding.


2019 ◽  
Vol 30 (81) ◽  
pp. 307-323 ◽  
Author(s):  
Ilse Maria Beuren ◽  
Vanderlei dos Santos

ABSTRACT This study examines the impacts of enabling and coercive management control systems (MCSs) on organizational resilience, in the cognitive, behavioral, and contextual dimensions. Research on resilience has sought to identify elements capable of improving organizational resilience capacity, and enabling and coercive MCSs may shed new light on this discussion. Understanding the role of MCSs in the creation and use of resilience capacities can help explain why some organizations manage to outperform others in situations of adverse and turbulent events. The literature has focused on enabling MCSs and adopts the premise that, in general, the use of coercive controls is negatively perceived. However, the results of the research show that enabling and coercive MCSs coexist in companies, and that coercive controls do not have a negative influence on resilience, even showing a positive association with the contextual dimension. A survey was conducted in companies that bought and/or were acquired by others, according to PwC Brazil’s Mergers and Acquisitions report, and the sample consists of 144 managers from different organizational areas of these companies who answered the questionnaire sent via Survey Monkey. The structural equation modeling (SEM) technique was applied to test the hypotheses. The study presents evidence that MCSs constitute antecedents of resilience capacity in organizations. This suggests that the design and use of MCSs may favor the development of capacities to deal with turbulences and unexpected events in advance.


2018 ◽  
Vol 42 (4) ◽  
pp. 461-495 ◽  
Author(s):  
Julia Hillmann ◽  
Stephanie Duchek ◽  
Julian Meyr ◽  
Edeltraud Guenther

Managers play an important role in creating organizational resilience. In highly volatile and uncertain times they must employ long-term visioning, think in alternatives, and deal with complexity in order to promote organizational resilience capabilities. However, strategic management education has been criticized for not providing significant learning experiences that equip them with those capabilities adequately. It still teaches outdated frameworks that do not meet the needs of today’s complex environment and that are not truly considering real problems of strategy. One way to confront these limitations could be a learning intervention that combines a future-oriented strategy framework with a subsequent experiential learning experience. We use a qualitative research design with an experimental character to contrast student groups that were part of a combined learning intervention (a lecture on scenario planning and a case study work) with student groups that only took part in the case study work. Our video-based analysis shows that the first are consistently superior in terms of the strategy process (structure and outcome), performance outcomes (accuracy, plausibility, creativity, and transferability), and learning outcomes. The analysis further shows a positive influence on resilience capabilities such as anticipation and sensemaking.


Sign in / Sign up

Export Citation Format

Share Document