Comeback or evolution? Examining organizational resilience literature in pre and during COVID-19

Paeffgen, Thea; Lehmann, Tine; Feseker, Mareike

doi:10.1108/crr-07-2023-0012

Cited by 3 publications

(1 citation statement)

References 78 publications

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“…For instance, Douglas and Haley (2024) argued that learning and other strategies that support knowledge and skill development are significant for building OR. Paeffgen et al (2023) argued that OR can be assessed using a variety of organizational attributes, including response, longterm survival, recovery and adaptation. Linnenluecke (2017) questioned if OR can be brought about by institutional mandates.…”

Section: Organization Change and Resiliencementioning

confidence: 99%

Correlations between organizational change and resilience

Sawalha

2024

CRR

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PurposeThis study aims to: (1) investigate the relationship/connection between organizational change (OC) and organizational resilience (OR) and (2) provide a basis for understanding how organizational change can underpin or build organizational resilience.Design/methodology/approachAn extensive literature review has been made to discuss the goals of OC as well as the enablers of OR. A number of conceptual models have been introduced to demonstrate the correlation between OC and OR and the potential role of OC in supporting OR. Empirical findings were also introduced in order to support the theoretical basis of this research.FindingsThis study argues that OC can be practiced for the purpose of building or supporting OR. A variety of views have been introduced to demonstrate the correlation between OC and OR and the role of OC in supporting OR.Practical implicationsThe purpose and scope of OC should not only be confined to enabling organizations to respond to the dynamics of their business environments but also to enable organizations to withstand a wider range of internal disruptions, major incidents and external factors. This perspective provides a broader insight that is different from the traditional conceptualization of the goals and purpose of OC.Originality/valueTo the author’s knowledge, this is one of very few studies that discuss the correlation between OC and OR and the role of OC in building OR. This explains the need for more practical change initiatives that aim to elevate levels of OR.

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Section: Organization Change and Resiliencementioning

confidence: 99%

Correlations between organizational change and resilience

Sawalha

2024

CRR

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Continuity in public transport provision during the Covid-19 pandemic – responding to organisational and health challenges facing workers

Cullen,

McQuaid,

Hail

et al. 2024

CRR

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PurposeThis paper explores and analyses the major challenges faced by both customer-facing and office-based public transport employees during the early stages of the Covid-19 pandemic and the responses of their employers to their concerns.Design/methodology/approachQualitative semi-structured interviews and focus groups were carried out, involving 39 employees and directors representing a wide range of professionals working in the transport sector in three European countries, Poland, Ireland and the UK. Data were analysed through thematic analysis and the emerging issues explored.FindingsMajor employee challenges included: access to resources for safe working; worker mental health and well-being; and the effects of changing working practices, particularly flexible working, on their wider household circumstances and work–life balance (especially combining childcare responsibilities with work). First, physical health safety measures (such as PPE) were put in place for all workers, although sometimes with delays. Second, concerning practical support for mental health and well-being at work, the findings highlight that their employers’ practical support was considered limited by some customer-facing participants. In contrast, participants working from home were offered considerably greater employer support for their well-being, including increased and regular communication regarding work and non-work-related topics to tackle isolation and lack of social interactions. Third, work–life balance, and especially childcare were significant issues for those working from home. To improve organisational resilience, employer support for workers needs to better reflect employees’ job role, work setting and location, as well as their household demands such as childcare.Practical implicationsThe lessons learned from this study contribute to future employer responses and practices and their organisational resilience, both in times of major crises and also for improving mental-health and childcare support in normal times.Originality/valueThe study considers the role of employee perspectives on organisational resilience and service continuity in public transport during a crisis and in three countries. Importantly, the data were gathered contemporaneously during the early stages of the pandemic, and so are not influenced by retrospective rationalisation or uncertain recollections.

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Organizational Resilience Opacity in the Prism of Circular Strategy—Metal Industry Manufacturing Practice

Zapłata,

Muradin,

Feliczek

et al. 2024

Sustainability

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This study investigates the impact of circular economy (CE) strategies on organizational resilience (OR) within the metal industry, focusing on a case study of a forging department in a large manufacturing company. The idea of the paper is to link the macroeconomic topic of circular economy (CE) with microeconomic and practical activities in the organization, exploring how CE principles can improve resource efficiency, sustainability, and organizational resilience. A systematic literature review and case study methodology were used to assess the relationship between CE and OR. The findings reveal that companies with higher circularity demonstrate better resilience, both in normal operations and during crises. Specifically, in the case study, the closure of the forging department, following a detailed analysis using the Inputs–Mediators–Outputs (IMO) model, emerged as the most sustainable option, yielding financial, environmental, and operational benefits. This decision aligned with the company’s long-term goals of energy efficiency and carbon neutrality. The research highlights the significance of integrating CE strategies with business processes to not only achieve sustainability but also to build a more adaptable and resilient organization. Future research should explore broader applications of this framework across different industries to strengthen the links between circular economy practices and organizational resilience.

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Comeback or evolution? Examining organizational resilience literature in pre and during COVID-19

Cited by 3 publications

References 78 publications

Correlations between organizational change and resilience

Correlations between organizational change and resilience

Continuity in public transport provision during the Covid-19 pandemic – responding to organisational and health challenges facing workers

Organizational Resilience Opacity in the Prism of Circular Strategy—Metal Industry Manufacturing Practice

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