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Abstract:The construct of organisational resilience is embedded in a set of individual level attributes and organisational level processes; however, there seems to be scarcity in the current literature of resilient models of operation that can amalgamate these two interlinked levels. This paper is an attempt to empirically explore the relationship of applying the Vanguard Method of systems thinking in service organisations with enhancing organisational resilience.Two case studies were conducted in two service organisations in the UK. Data were collected via semi-structured interviews, observations, and archival documents, followed by the use of the nine-item Organisational Commitment Questionnaire (OCQ). Cross-case analysis of the results shows that the employment of the Vanguard Method in service organisations operationalized two-dimensional determinants for improving organisational resilience; an organically structured organisation (i.e. organisational level), and highly affectively committed core employees (i.e. individual level).The value of this paper is the identification of two-level service organisations capabilities that can support organisational resilience and how these capabilities emerge as a result of employing the Vanguard Method.

This paper initializes an effort to explore the impact of an innovative systems thinking approach for service operations design on creating innovation. A qualitative exploratory case study approach in two of the UK's service sector departments was conducted, using face-to-face semi-structured interviews, focus groups, and extractions from both observations and documents. The results identify that operationalising service innovation is positively linked with applying the Vanguard Method for service operations design. Twelve micro-determinants for service innovation operationalisation have been identified that reside at three different levels in the service organisation, namely employees level (i.e. Micro), the functional level (i.e. Meso), and corporate level (i.e. Macro). The value of this paper is the introduction of a step-by-step guidance on how to build service operations design to operationalise service innovation, the paper also theorizes service innovation with systems thinking methodology that emphasizes holistic, multidisciplinary , and integrative characteristics of the service system.

As growing amount of studies have focused on green human resources management (GHRM) practices that incorporate ecological thinking, these practices are expected to affect environmental impact of organizations. GHRM can help them achieve green corporate culture and enhance their performance. In this paper, GHRM practices as a bundle is taken into account instead of individual, which give numerous benefits to the organizations. This paper reviews the literature on the relationship between GHRM bundle practices and four dimensions of organization performance. This paper also proposes a conceptual model to exhibit the relationship between GHRM bundle practices and organization performance. Hence, manufacturing firms can identify an effective approach for applying GHRM practices that contribute to organizational performance.