Conclusions: The Resilience Framework Summarized

Tengblad, Stefan; Oudhuis, Margareta

doi:10.1007/978-981-10-5314-6_14

Cited by 17 publications

(27 citation statements)

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“…The participants "agreed" with organizational resilience capacity of their schools which is not consistent with previous literature (Sezen-Gültekin, 2019). We think that our result is important because resilience helps organizations face uncertainty (Sutcliffe & Vogus, 2003;Tengblad & Oudhuis, 2018;Vogus & Sutcliffe, 2007) and makes them more agile and robust (Kuntz et al, 2017). Resilience can be said to be the most important basis for today's organizations in managing the complexity, uncertainty, crises, overcoming pressures and gaining competitive edge (Sezen-Gültekin, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…In other words, one's performance is not superior to others' in distributed leadership (Gronn, 2002). Distributed leadership improves organizational resilience, enabling organizations to proactively cope with complex situations and uncertainty (Tengblad & Oudhuis, 2018) because leadership qualities manifest themselves in organizational resilience (Nilakant et al, 2014). When the leadership is distributed, school organizations can exploit the expertise of all shareholders which can contribute to resilience.…”

Section: Discussionmentioning

confidence: 99%

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The Mediating Role of Initiative Climate on the Relationship between Distributed Leadership and Organizational Resilience in Schools

Li̇mon¹,

Dilekçi

Demirer

2022

Int. J. of Cont. Edu. Res.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

The Mediating Role of Initiative Climate on the Relationship between Distributed Leadership and Organizational Resilience in Schools

Li̇mon¹,

Dilekçi

Demirer

2022

Int. J. of Cont. Edu. Res.

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“…Technical resources are important to ensure profitability by increasing the feasibility of operations, and thus to become sustainable. Finally, businesses use social resources to interact with their internal and external stakeholders, and to access financial and technical resources through stakeholders ( 85 ).…”

Section: Organizational Resilience In the Airline Industrymentioning

confidence: 99%

Analysis of Factors Affecting the Sustainable Success of Airlines During the COVID-19 Pandemic

Kiracı

Tanrıverdi

Akan

2022

Transportation Research Record: Journal of the Transportation R

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The COVID-19 pandemic increased the risk of financial distress, bankruptcy, or both, in the airline industry. Whether airlines can survive or not during and/or after the pandemic is closely related to their decisions and actions which will enable their success by increasing their resilience. In crisis periods such as COVID-19, the decisions taken by airlines are strategically important for achieving sustainable success. Thus, it is critical to understand which factors are more important for airlines to shape their actions and make correct decisions. This paper investigates the sustainable success factors on which airlines should focus to provide resilience during the COVID-19 pandemic crisis. It provides a robust model using the interval type-2 fuzzy analytic hierarchy process (IT2FAHP) and interval type-2 fuzzy Decision Making Trial and Evaluation Laboratory (IT2FDEMATEL) to identify and rank success factors. The findings indicate that financial and operational factors are extremely important to ensure resilience for airlines. In addition, the results of the study reveal that operational factors and information sharing factors have an impact on financial factors and customer satisfaction.

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“…Scholarly research has outlined several traits of resilient organizations (e.g., Sutcliffe and Vogus, 2003; Vogus and Sutcliffe, 2007; McManus et al, 2008; Weick and Sutcliffe, 2011; Zolli and Healy, 2012; Giustiniano et al, 2018; Tengblad & Oudhuis, 2018). However, there is no consensus on the traits that make an organization resilient due to different conceptualizations of resilience within the management literature (Linnenluecke, 2017; Conz and Magnani, 2019; Hillmann, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Being resilient for society: evidence from companies that leveraged their resources and capabilities to fight the COVID‐19 crisis

et al. 2021

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This study adopts a resilience perspective to explain how companies managed to contribute innovative solutions to fight the COVID‐19 crisis. We studied how five companies operating in different industries (three in automotive, one in printing, and one in rubber and plastic products manufacturing) managed to reorganize activities and employ their R&D and innovation capabilities to enhance their resilience. Simultaneously, they increased the health system’s capacity to cope with the outbreak. Through a qualitative inductive study, based on interviews with company managers, we found that the firms mobilized their resources and capabilities to expand their ability to adapt and cope with adversity at the organizational level. In addition, moved by the sensitivity to the extreme context and a perceived sense of urgency, the firms deployed the same endowments to strengthen the community’s response to a crisis. Our study shows that an organization can directly and positively foster the broader social system’s resilience. This study contributes to the innovation literature by identifying innovation capabilities as fundamental antecedents of resilience building for organizational response, paving the way for strengthening the link between resilience and innovation.

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Conclusions: The Resilience Framework Summarized

Cited by 17 publications

References 0 publications

The Mediating Role of Initiative Climate on the Relationship between Distributed Leadership and Organizational Resilience in Schools

The Mediating Role of Initiative Climate on the Relationship between Distributed Leadership and Organizational Resilience in Schools

Analysis of Factors Affecting the Sustainable Success of Airlines During the COVID-19 Pandemic

Being resilient for society: evidence from companies that leveraged their resources and capabilities to fight the COVID‐19 crisis

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