A framework for enterprise resilience using service oriented architecture approach

Erol, Ozgur; Mansouri, Mo; Sauser, Brian

doi:10.1109/systems.2009.4815785

Cited by 30 publications

(33 citation statements)

References 42 publications

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“…Horne III & Orr (1998) understand resilience as a quality to respond to significant change. Some authors (Erol et al, 2009;Gunasekaran, Rai, Griffin, 2011;McManus, Seville, Vargo, Brunsdon, 2008) (Sutcliffe & Vogus, 2003;Vogus & Sutcliffe, 2007). A resilient organization can return to its performance level at any key performance metric (Sheffi, 2007).…”

Section: Organizational Resilience Conceptualizationmentioning

confidence: 99%

“…For example, we need resilient individuals to build resilient organizations (Biggs, Hall, Stoeckl, 2012;Doe, 1994;. Resilient organizations also need resilient supply chains (Sheffi, 2007) or resilient infrastructure (Bell, 2002;Erol, Mansouri, Sauser, 2009). Resilient organizations contribute to creating resilient communities (Kendra & Wachtendorf, 2003;Lee, Vargo, Seville, 2013) or societies (Beermann, 2011).…”

Section: Introductionmentioning

confidence: 99%

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What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

141

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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Section: Organizational Resilience Conceptualizationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

141

124

View full text Add to dashboard Cite

show abstract

“…Despite the research in different fields seems to be isolated from each other, they are not. To build resilient organizations we need resilient individuals (Mallak, 1997;Doe, 1994;Biggs et al, 2012), resilient supply chains (Sheffi, 2007) and resilient infrastructure (Bell, 2002;Erol et al, 2009). To build resilient organizations we also need to apply resilient engineering principles (Righi et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM) to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.

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“…Paper [16] proposes a framework to create enterprise resilience using service oriented architecture approach. Antunes and Mourão consider a framework and related services for building resilient business process management [17].…”

Section: Related Workmentioning

confidence: 99%

Resilience Analysis of Collaborative Process Management Systems

Vrieze

2016

Collaboration in a Hyperconnected World

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Abstract. Process management allows for the automated coordination of processes involving human and computer actors. In modern economies it is increasingly needed for this coordination to be not only within organizations but also to cross organizational boundaries. The dependence on the performance of other organizations should however be limited, and the control over the own processes is required from a competitiveness perspective. Overall, this indicates a federated process management approach instead of a centralized one. This paper analyses the resilience of automated process management overall and especially how the use of federated process management impacts that resilience.

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A framework for enterprise resilience using service oriented architecture approach

Cited by 30 publications

References 42 publications

What we know and do not know about organizational resilience

What we know and do not know about organizational resilience

Aligning Organizational Pathologies and Organizational Resilience Indicators

Resilience Analysis of Collaborative Process Management Systems

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