Today's business context is characterized by hyper competition, uncertainty, and ambiguity. Added to this is the unfortunate increase in the occurrence and the intensity of the natural disasters and crises situations including economic, political and social events. Accordingly, all the changes in the external environment amplified the significance of 'resilience' for all organizations. Resilient individuals and organizations positively adapt to changing conditions without showing any stress (Mallak, 1998), and thus today organizations desire to be resilient to easily adapt to changing circumstances and move forward. Organizational resilience term is highly adopted in organizational theory field and specifically in crisis management and disaster management literatures, and recently in strategic management literature. Yet, there is not an agreed upon and commonly accepted scale of organizational resilience. Accordingly, the organizational resilience literature is yet to develop regarding quantitative studies. This study attempts to fill this gap by developing a reliable and valid scale of organizational resilience construct through adopting both qualitative and quantitative methods.

Purpose – The purpose of this paper is to develop a better understanding of the relationship between firm-level entrepreneurship and organizational performance in an emerging economy through assessing the mediating influence of strategic entrepreneurship between entrepreneurial orientation and organizational performance. The extant literature on the relationship between firm-level entrepreneurship and organizational performance points to a lack of clarification of the link between real entrepreneurial events and organizational performance. Design/methodology/approach – Data are collected from 324 respondents in 118 companies in four different industries. The paper adopts structural equation modeling to test the mediated relationship. Findings – The results show that strategic entrepreneurship fully mediates the relationship between entrepreneurial orientation and organizational performance, assessed as two major categories of financial and non-financial performance. Research limitations/implications – The dominance of four industries in the data set limits the generalizability of the findings. Practical implications – Findings highlight strategic and practical implications for managers especially in emerging economies who seek to enhance competitive advantage and exploit market opportunities through entrepreneurial initiatives. Originality/value – The current study develops a measure of strategic entrepreneurship concept and attempts to contribute to the literature through differentiating between behavioral intentions toward entrepreneurship and real entrepreneurial events at the firm-level to serve as a step to reduce the ambiguity present in the field.

Increasingly chaotic business environments of today demand organizations to be more resilient. While the concept of resilience is widely discussed in disaster (e.g., Wildavsky, 1991) and crisis management literatures (e.g., Manyena, 2006), the literature on organizational resilience is developing disjointedly in organizational studies. The literature review suggests that some factors that are suggested in the literature as components of organizational resilience are sources contributing to the emergence of resilience in organizations. This study proposes an integrative framework for organizational resilience and introduces a new outcome concept of organizational evolvability, emphasizing the heightened sensitivity and increased wisdom of the post-event organization. In this model, sources of organizational resilience are categorized as perceptual stance, contextual integrity, strategic capacity and strategic acting, and organizational resilience leads to organizational evolvability as its outcome. The proposed organizational resilience framework attempts to provide a synthesis of the divergent literature on resilience and aims to strengthen organizational resilience research for richer theoretical and empirical progress.

No abstract

Arıkan, Esra (Dogus Author), Kantur, Deniz (Dogus Author), Maden, Ceyda (Dogus Author), Telci, Emine Eser (Dogus Author)In today’s highly volatile environment, companies strive to leverage the perceptions of their multiple stakeholders more than ever before with the aim to build a sustainable competitive advantage. Accordingly, corporate social responsibility and corporate reputation concepts are of vital importance for both academicians and practitioners, concerning their potential impact on internal and external stakeholders. Recognizing the intensified significance of a multi-stakeholder perspective, the current study attempts to contribute to the literature through examining the mediating role of corporate reputation on the relationship between corporate social responsibility and various outcomes of customers, employees, and investors as the key stakeholders. Based on a reputational ranking of companies conducted by a national magazine since 2001, nine companies were selected from service and manufacturing industries and an online questionnaire was conducted to a multi-stakeholder sample consisting of customers, employees and investors. The results showed that corporate reputation fully mediates the relationship between corporate social responsibility and organizational commitment, employee satisfaction, investor loyalty, purchase intention, and intention to seek employment. On the other hand, there existed partial mediation on the relationship between corporate social responsibility and customer perceived value, customer satisfaction, customer loyalty, customer switching cost, customer commitment, turnover intention, intention to invest, and intention to spread word-of-mouth. The results have important implications for practitioners who seek to manage their relationships with multiple stakeholders through their engagement in corporate social responsibility activities and efforts to enhance their companies’ reputational status