A Conceptual Reference Framework for Enterprise Resilience Enhancement

Sanchís, Raquel; Canetta, Luca; Mula, Josefa

doi:10.3390/su12041464

Cited by 49 publications

(45 citation statements)

References 55 publications

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“…For the purpose of risk mitigation, and post-disaster stabilization, an assessment protocol incorporating the SCRAMTM analytic tool (Supply Chain Resilience Assessment and Management tool) [165] for measuring the resilience by detecting the association between an organization's vulnerabilities and capabilities can be applied. Many research efforts were made to examine and improve crisis response strategies [166], by assessing organizations' vulnerability [167].…”

Section: Discussion Of Enterprise Actions During the Covid-19 Pandemicmentioning

confidence: 99%

Sustaining Enterprise Operations and Productivity during the COVID-19 Pandemic: “Enterprise Effectiveness and Sustainability Model”

et al. 2020

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The research explores key factors impacting enterprise operational sustainability and the ability to transcend adversity during different stages of a crisis, such as the COVID-19 pandemic. The current study draws from the Theory of Crisis Management Teams, the Stakeholder Theory, and the Distributed Cognition Theory to build an “Enterprise Effectiveness and Sustainability Model during Pandemic.” Existing theoretical background joint with contemporary success case studies helped to identify the essential aspects and strategies enterprises should employ to survive and thrive during crisis and post-crisis. We have conceptualized an innovative approach to COVID-19 from the perspective of organizational characteristics, operations, digital transformation, and financial planning. The findings suggest that enterprises having distributed leadership, workforce and adaptive culture sustain business operations during a pandemic. Furthermore, resilient enterprises allow for more informed and decentralized decision-making. Prosperous organizations leverage Internet and Communication Technology (ICT) and integrate Intranet, social media, and online communication platforms into their daily business routines, as this helps to establish trust and build bonds with employees, stakeholders, and customers during and post-crisis. Finally, balancing between the stockpiling of resources and resiliency is crucial in anticipation of a crisis. Therefore, we conclude that enterprises with financial contingency plans sustain their business operations during a pandemic.

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Section: Discussion Of Enterprise Actions During the Covid-19 Pandemicmentioning

confidence: 99%

Sustaining Enterprise Operations and Productivity during the COVID-19 Pandemic: “Enterprise Effectiveness and Sustainability Model”

et al. 2020

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“…Literature studies on crisis in an organization relate little to the aspects of the relational capital of a company. It should be noted that while the literature on crisis management abounds in research concerning determinants of companies' resilience to crisis [28][29][30][31][32], it rarely points to the importance of relational capital as a medium in anti-crisis processes. Based on the above, the research gaps observed brought the author to indicate the relational capital of a company as an important, although not well-recognized or appreciated factor impacting the resilience of a company to crisis events.…”

Section: Introductionmentioning

confidence: 99%

The Role of Relational Capital in Anti-Crisis Measures Undertaken by Companies—Conclusions from a Case Study

Wałecka

2021

Sustainability

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The aim of this article was to present the results of empirical research conducted in enterprises of all sizes operating in Poland and Central Europe. The study focused on the impact of relational capital on the prevention of and intervention in the event of a crisis in a company. The author assumes that there is a link between a company’s relational capital and its susceptibility to crisis phenomena. The research carried out allowed different conclusions to be drawn. It turns out that the studied companies were characterized by a high level of relational capital. Their internal relational capital—particularly the relations between employees and company owners—was especially important to them. Relations of the surveyed companies with external stakeholders were also important. In response to the question about the role of relational capital in anti-crisis measures undertaken by companies, it appears that the relational capital of the companies surveyed allowed them, in their opinion, to avoid many crisis situations. Thanks to the right attitudes of the surveyed companies’ stakeholders, they have often managed to avoid crises. This situation also applies to the recent crisis caused by COVID-19.

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“…Thus, just as individual companies are building resilient supply chains [238][239][240][241][242], an industrial civilization needs to consider the benefits of resilience. Similarly, just as individual enterprises are undertaking preventative actions to be more resilient in the face of a disruptive event [243], so can the entire industrial base become more prepared and resilient. Preparedness capacity in this context means being flexible and agile enough to anticipate the consequences of a pandemic such as COVID- 19 and promote the open source paradigm before the next pandemic occurrence.…”

Section: Discussionmentioning

confidence: 99%

Distributed Manufacturing of Open Source Medical Hardware for Pandemics

Pearce

2020

JMMP

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Distributed digital manufacturing offers a solution to medical supply and technology shortages during pandemics. To prepare for the next pandemic, this study reviews the state-of-the-art of open hardware designs needed in a COVID-19-like pandemic. It evaluates the readiness of the top twenty technologies requested by the Government of India. The results show that the majority of the actual medical products have some open source development, however, only 15% of the supporting technologies required to produce them are freely available. The results show there is still considerable research needed to provide open source paths for the development of all the medical hardware needed during pandemics. Five core areas of future research are discussed, which include (i) technical development of a wide-range of open source solutions for all medical supplies and devices, (ii) policies that protect the productivity of laboratories, makerspaces, and fabrication facilities during a pandemic, as well as (iii) streamlining the regulatory process, (iv) developing Good-Samaritan laws to protect makers and designers of open medical hardware, as well as to compel those with knowledge that will save lives to share it, and (v) requiring all citizen-funded research to be released with free and open source licenses.

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A Conceptual Reference Framework for Enterprise Resilience Enhancement

Cited by 49 publications

References 55 publications

Sustaining Enterprise Operations and Productivity during the COVID-19 Pandemic: “Enterprise Effectiveness and Sustainability Model”

Sustaining Enterprise Operations and Productivity during the COVID-19 Pandemic: “Enterprise Effectiveness and Sustainability Model”

The Role of Relational Capital in Anti-Crisis Measures Undertaken by Companies—Conclusions from a Case Study

Distributed Manufacturing of Open Source Medical Hardware for Pandemics

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