A dynamic perspective on the resilience of firms: A systematic literature review and a framework for future research

Conz, Elisa; Magnani, Giovanna

doi:10.1016/j.emj.2019.12.004

Cited by 294 publications

(334 citation statements)

References 77 publications

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“…Two excellent and very recent systematic literature reviews [16,17] facilitated taking stock of the work on resilience in management, the discussion of resilience in sustainability literature instead helped in identifying and challenging some of the underlying assumptions [28,29].…”

Section: Towards a Conceptual Frameworkmentioning

confidence: 99%

“…Although resilience is a very topical concept that has received increasing attention from scholars over the past two decades in various research domains [15], nevertheless it has been conceptualized theoretically quite heterogeneously, resulting in the proliferation of different definitions, approaches, theories and interpretations [16]. The orientation of researchers has primarily focused on the conceptual meaning of resilience as an "absorptive" or "adaptive" capacity by borrowing definitions commonly used in systemic and evolutionary theory [17]. What is lacking in the body of research, however, is a theoretical discussion of the factors that make organizations more resilient, thus, able to successfully cope with change [18].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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Section: Towards a Conceptual Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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“…This objective might benefit from using the case study method with family firms in which the succession process is actually being considered by the family members. Furthermore, consideration should be given to conducting a longitudinal study where the evolution of the dynamic capabilities of the potential successor may be studied over time [94].…”

Section: Limitations and Further Researchmentioning

confidence: 99%

Parents’ Learning Mechanisms for Family Firm Succession: An Empirical Analysis in Spain through the Lens of the Dynamic Capabilities Approach

et al. 2020

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Succession is a concern for most family firms. The literature has addressed succession in family firms from different perspectives. However, there are still unaddressed questions concerning the microfoundations of succession, and there is a need to secure a better understanding of the succession process and what role parents play therein. Using the dynamic capabilities approach, we shed light on the influence of parents’ behaviors on successors’ intentions. In particular, the paper pursues a twofold aim; first, to analyze the effect of learning mechanisms that parents deliberately use with their children in the family firm on the succession dynamic capability; and second, to explore the impact of this dynamic capability of successor intention to continue in the family firm. We test the model on a sample of potential successors of family firms in Spain. Using partial least squares (PLS) for a sample of 9146 individuals, we confirm the positive impact of the use of parents’ deliberate learning mechanisms on succession dynamic capability and, in turn, the positive effect of the created succession dynamic capability on the successor’s intention to continue the family firm. Furthermore, we find that perceived self-efficacy fails to have any effect on successor intention.

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“…As public sector organizations are particularly exposed to such shocks, "resilience" -broadly meant as a strategy adopted to respond to critical and emergency situations -has gained an unprecedented attention in the public policy and management studies in the last decades (Duit, 2016;Sciulli et al, 2015). By borrowing this term from other research elds, scholars of these disciplines are adding signi cant knowledge to studies on resilience, enriching its understanding from both a conceptual and empirical level (Comfort et al, 2010;Conz & Magnani, 2020). As for the former, "resilience" does not represent a typical and exclusive social science notion, whereby efforts have been made to shape it for social sciences purposes.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Precisely, the described notion of resilience has assisted social scientists in studying how people and organizations cope with serious external shocks, shedding a light on those organizational features and processes playing a role in responding to external disturbances (Comfort et al, 2010;Linnenluecke & Gri ths, 2010). Hence, it is not surprising that resilience has increasingly inhabited the literature on emergency and disaster management ( Conz & Magnani, 2020;Hu et al, 2014;Noordegraaf & Newman, 2011;Teng-Calleja et al, 2020), including those investigations speci cally concerning the current COVID-19 pandemic as a peculiar instance of external shock (Entress et al, 2020;Jing, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Italian University Museums at Time of Covid-19 Lockdown: How to Restore a “Sense of Normalcy”

Magliacani

Sorrentino

2020

Preprint

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The COVID-19 pandemic has had a dramatic impact on the normal conditions within which Higher Education systems are used to operate. This regards not only teaching and research, but also public engagement activities as a university Third Mission. As for the latter, there is scant literature on University Museums as subjects that transfer cultural knowledge to the community, so providing a relevant public service. Addressing this research gap, this study focuses on the critical Italian context, exploring how University Museums have responded to the COVID-19 lockdown. To this aim, the social science notion of resilience is adopted for interpreting the evidence on their ability to cope with the emergency. Data from legislative and statistical sources are complemented by a questionnaire administered to 34 University Museums. Findings show the ability of Italian University Museums to handle the ongoing emergency by carrying out digital and non-digital activities that prevent it to become worse. A conceptual model that highlights how University Museums contribute to transfer cultural knowledge also at a time of emergency is finally proposed.

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A dynamic perspective on the resilience of firms: A systematic literature review and a framework for future research

Cited by 294 publications

References 77 publications

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Parents’ Learning Mechanisms for Family Firm Succession: An Empirical Analysis in Spain through the Lens of the Dynamic Capabilities Approach

Italian University Museums at Time of Covid-19 Lockdown: How to Restore a “Sense of Normalcy”

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