Innovative Adaptation in Strategic Organizational Resilience

This chapter has the purpose to analyze the implications of innovative adaptation in strategic organizational resilience. It is assumed that organizational resilience has a strategic role designed and implemented to promote organizational community resilience to survive, adaptive innovation, and achieve success after a disaster. The method employed is the reflective and analytical review of the theoretical and empirical literature to clarify the relevant issues of innovative innovation in strategic organizational resilience. It is concluded that innovative adaptation and engineering resilience strategies achieve organizational resilience as the capability to self-renew through innovation.

Change Management, Organizational Adaptation, and Labor Market Restructuration

The recent transformation caused by the COVID-19 pandemic crisis drives the world economy to an accelerated mutation. This chapter focuses on how the current developments affect the various socioeconomic organizations and systems and how they can adapt to this new emerging reality. To this end, relevant forecasts on the current pandemic crisis are examined. Τhis crisis seems to cause the acceleration of the Fourth Industrial Revolution, functioning as a catalyst of the structural changes also observed in the working environment. The chapter suggests that all socioeconomic organizations (irrespectively of their size, spatial reach, and sectorial focus) are called upon nowadays to readjust themselves and that innovation is the fundamental generator for exiting the ongoing structural crisis. However, innovation unavoidably creates significant changes that socioeconomic organizations must manage effectively in the foreseeable future, according to a new way of perceiving organizational resilience and adaptability for the post-COVID-19 era.

Organizational Resilience Capability and Capacity Building

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.

Enhancing Organizational Resiliency

In this chapter, the authors describe the lessons learned in responding to the various effects of the COVID-19 event that occurred from January 2020 through January 2021 on the ability of faculty to deliver quality, college-level education coursework to the students of the Department of Public Administration at the National University of Mongolia. The experiences are related in terms of the initial shock to the educational process created by the COVID-19 pandemic and how the department enhanced its organizational resilience in response to the challenges posed by the COVID-19 disturbance. The authors provide a summary of the responses made as well as lessons learned. The lessons learned may be used by other organizations of higher learning to navigate stressful conditions while building resiliency and adaptive capacity.

Managerial Innovations and Organizational Resilience During the COVID-19 Crisis

Developing the resilience of hospitals in this period of crisis is no longer a choice but rather has become a matter of course for survival. The use of this concept to understand how organizations can overcome the current crisis seems relevant insofar as the research will first identify the human and organizational constraints that are a source of vulnerability for public hospitals and then understand the main practices undertaken by the university hospital to deal with the COVID-19 crisis in terms of the HR function, and finally see to what extent these practices can contribute to the resilience of the public hospital.

Strategic Analysis of the Organizational Learning Approach to Dynamic Resilient Capability

The purpose of this study is to analyze the strategic organizational learning approach to dynamic resilient capabilities. A scoping review of the theoretical and empirical literature on organizational dynamic resilience capability reveals gaps to be addressed to improve the conceptualization. Under the assumption of some attributes and properties, it is viable to study the organizational resilience learning process leading to the analysis of the organizational resilience strategies.

Strategic Adaptive Resilience Capacity

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.