Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region

Fietz, Bernhard; Hillmann, Julia; Guenther, Edeltraud

doi:10.1007/s41471-021-00106-8

Cited by 21 publications

(19 citation statements)

References 147 publications

(251 reference statements)

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“…Based on a fundamental definition of resilience as the extent or ability of a system to tolerate, manage and persist disturbance (Gilly et al 2014;Gunderson and Holling 2001;Limnios et al 2014), organizational resilience can be defined as ability of an organization to anticipate, cope with (or respond to), recover and learn from adversity in terms of the organizations ability to adapt (e.g., Duchek 2014Duchek , 2020Hepfer and Lawrence 2022). Highlighted by the COVID-19 pandemic, dealing with unexpected events can be considered as a fundamental challenge in daily organizational life (Linnenluecke 2017), whereas resilience seems to be the capacity for organizations to meet the challenges that arise from these turbulent environments (Fietz et al 2021;Hillmann et al 2018;Lengnick-Hall et al 2011).…”

Section: Introductionmentioning

confidence: 99%

Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises

Förster

Paparella

Duchek

et al. 2022

Schmalenbach J Bus Res

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Living and operating in a global world, the risk for a global economic crisis has never been greater. As ongoing events, such as the COVID-19 pandemic, the recent war in Ukraine or the sharply increasing inflation have shown, organizations need to be highly resilient to persevere in a crisis-prone world. Even though we know that crises serve as a focal lens on leadership behavior and leaders play a crucial role in these scenarios, little is known as to how leaders handle an existence-threatening organizational crisis. Using an inductive analysis of 32 interviews on crisis leadership, we show that in the case of an acute crisis, leaders apply different paradoxical behaviors to cope effectively with the situation and navigate their organizations through these events. More specifically, our study contributes to existing literature by, first, showing that the distinctiveness of crises results from the fact that leaders are confronted with paradoxes that they can otherwise smoothly separate in terms of time or organization, second, revealing that the leader’s paradoxical behaviors as a respond are derived from their mindset to consciously recognize the contradictory demands of the crisis, and third, from their action in terms of a compressed situational leadership. By identifying six pairs of paradoxical behaviors, we demonstrate how leaders effectively deal with the unsolvable contradictions that arise from the crisis, and thus contribute to the organizations’ ability to cope with crises.

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Section: Introductionmentioning

confidence: 99%

Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises

Förster

Paparella

Duchek

et al. 2022

Schmalenbach J Bus Res

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“…For instance, as (individual and organizational) resilience is influenced by national culture (Fietz et al. 2021 ), our study could be replicated in other countries in order to make comparisons and investigate cultural effects on resilience. Comparative studies could also address differences concerning the impact of the COVID-19 pandemic on NPOs in different parts of the world (esp.…”

Section: Discussionmentioning

confidence: 99%

“… 2018 ; Johns 2006 ), like, i.a., resilience which is impacted by context and depends upon it (Fietz et al. 2021 ). The ability to respond to threats or extreme contexts, in general, and maintaining service delivery under pandemic conditions, in particular, requires resilience (Bailey and Breslin 2021 ; Hutton et al.…”

Section: Introductionmentioning

confidence: 99%

“…Investigating possible answers to this and other questions particularly needs a better comprehension of both resilience mechanisms (like, e.g., slack; Mithani 2020 ), and of context (which influences resilience; Fietz et al. 2021 ). With regard to NPOs’ organizational resilience, so far only little research is available (Waerder et al.…”

Section: Introductionmentioning

confidence: 99%

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Coping with COVID-19 – Which Resilience Mechanisms Enabled Austrian Nonprofit Organizations to Weather the Pandemic Storm?

Stötzer

Kaltenbrunner

Grüb

et al. 2022

Schmalenbach J Bus Res

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The ongoing COVID-19 pandemic triggered a global crisis affecting the work and partially the existence of businesses, governments, administrations and nonprofit organizations (NPOs). The latter not only faced severe challenges themselves, but also play(ed) a major role in fighting the pandemic, especially those offering services in social and health care. Maintaining service delivery under pandemic conditions to serve the often vital needs of clients requires (organizational) resilience. This concept generally relates to the ability to withstand adversity, to adapt in a turbulent environment and respond to (disruptive) change. Based on a qualitative content analysis of 33 interviews with nonprofit executives, this paper explores the impact of the pandemic on Austrian NPOs active in health and social care in terms of contextual challenges faced. Our study contributes to (nonprofit) resilience research and extreme context research literature as it illustrates how NPOs coped with this disruptive extreme context. Our findings show which resilience mechanisms (i.e. all kinds of resilient behavior, resources and capabilities) were helpful in overcoming pandemic challenges and getting through these hard times.

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“…People from restrained cultures tend to endorse strong work ethics and stress the importance of job responsibility, as opposed to a "leisure" ethics that is more pleasure-seeking found among high-indulgence cultures. A recent study by Fietz et al (2021) indicates that people of restrained cultures attach more importance to their professional lives than leisure activities. They display higher persistence at work and willingness to work overtime if that is required to get the job done.…”

Section: Indulgence Vs Restraint (Ivr)mentioning

confidence: 99%

Work–family conflict and happiness: the moderating role of national culture

Tan

et al. 2022

EBHRM

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PurposeThis study aims to demonstrate how national culture, as measured using the Hofstede’s cultural dimensions, moderates the relationship between work–family conflict (WFC) and individual-level subjective well-being (SWB).Design/methodology/approachUsing a two-level hierarchical linear model, this study analysed data from the “Family and Changing Gender Roles IV” survey from the International Social Survey Programme’s (ISSP). A total of 33,044 participants across 41 countries in 2012 were interviewed, but this investigation was limited to 23,277 individuals across 37 countries when all the necessary variables used in this analysis were accounted for. National cultural indicators (the moderators) were measured using Hofstede's cultural dimensions, which are individualism–collectivism, masculinity–femininity, uncertainty avoidance and indulgence–restraint.FindingsThis study presented two main results. Firstly, although family-to-work conflict has an overall negative impact on SWB, this negativity is stronger among participants from individualistic cultures. Secondly, just like family-to-work conflict, work-to-family interference has an adverse impact on workers’ well-being as well, though this effect is more prominent in indulgent cultures.Originality/valueThis paper is novel on two accounts. Firstly, it is one of the few articles that investigates the impact of WFC on SWB using a large multi-country dataset, which allows us to generalize results across multiple cultures. This is unlike many papers in the literature that presented findings from single-country sources, which contextualizes outcomes to a single nation. Secondly, to the best of the authors’ knowledge, the article is the first in examining the role played by the Hofstede’s indulgence–restraint dimension in moderating the effect of WFC and SWB.

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Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region

Cited by 21 publications

References 147 publications

Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises

Leading in the Paradoxical World of Crises: How Leaders Navigate Through Crises

Coping with COVID-19 – Which Resilience Mechanisms Enabled Austrian Nonprofit Organizations to Weather the Pandemic Storm?

Work–family conflict and happiness: the moderating role of national culture

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