Exploring the role of social capital mechanisms in cooperative resilience

Wulandhari, Nur Baiti Ingga; Gölgeci, İsmail; Sivarajah, Uthayasankar; Gupta, Suraksha

doi:10.1016/j.jbusres.2022.01.026

Cited by 38 publications

(27 citation statements)

References 79 publications

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“…Although a widely accepted acknowledgment of SEs as resilient organizations, consolidated literature on the subject is still lacking (Wulandhari et al, 2022), different authors have tried to provide an exhaustive definition of resilience, but the notions they used depended greatly on the research context (Bhamra et al, 2011;Sawalha, 2015;Linnenluecke, 2017;Williams et al, 2017).…”

Section: The Resilience Conceptmentioning

confidence: 99%

“…Referring to the latter, the concept of resilience expresses the ability of an organization to resist adverse and unexpected events and its inherent tendency to transform them into an opportunity for development and rebirth (Holling, 1973(Holling, , 2001Gunderson, 2000;Cumming et al, 2005;Walker et al, 2002;McCann et al, 2009;Ponomarov and Holcomb, 2009;Burnard and Bhamra, 2011;Johnson et al, 2013;Duchek, 2014;Hosseini et al, 2019;Duchek et al, 2020;Wulandhari et al, 2022).…”

Section: The Resilience Of Female Leadershipmentioning

confidence: 99%

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Influencing social enterprise resilience by intellectual capital and the contribution of female leadership: insights from the Italian context

Paoloni

Cosentino

Arduini

et al. 2023

JIC

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PurposeThis paper aims to verify which intangible assets attributable to intellectual capital (IC) influence the anti-cyclical nature and the resilience of social enterprises (SEs) during systemic crises and whether these factors take on particular connotations in female-run SEs.Design/methodology/approachA qualitative methodology based on multiple case studies is used to answer the research questions. A set of SEs operating in the catering sector is analyzed. The analysis is carried out by in-depth interviews with male and female managers of SEs to understand which resilience IC factors were most activated during full emergency and recovery stages.FindingsThe results confirm the anti-cyclical nature of SEs and their resilience to systemic crises. No distinct differences emerge between female and male SEs. Concerning the IC, relational capital (RC) is the most relevant intangible asset for small and medium-sized SEs. Internal and external relations support them during the crisis and the consolidation of trusted ties, formal and informal, external and internal, favor the Recovery. The RC is a crucial resource even in bigger SEs, but some differences are detected concerning the smaller ones. In the smaller SEs, informal relations prevail, while formal relations prevail in the larger ones, particularly with institutions. Furthermore, the RC is the sole or primary resource in the smaller SEs, while the bigger SEs can count on more varied intangible resources.Originality/valueThis study offers an original contribution to studies on IC by focusing on the factors little analyzed by existing studies: (1) SE management, (2) the contribution of IC to the resilience of non-profit-oriented enterprises and (3) the search for elements of differentiation between SEs with male and female leadership.

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Section: The Resilience Conceptmentioning

confidence: 99%

Section: The Resilience Of Female Leadershipmentioning

confidence: 99%

Influencing social enterprise resilience by intellectual capital and the contribution of female leadership: insights from the Italian context

Paoloni

Cosentino

Arduini

et al. 2023

JIC

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“…The importance of resilience has stood out as a way to understand how organizations cope with these environments (Ambulkar, Blackhurst and Grawe, 2015 ; Chopra and Sodhi, 2014 ; Conz and Magnani, 2020 ; Hillmann and Guenther, 2021 ; Ponomarov and Holcomb, 2009 ; Wulandhari et al. , 2022 ). Organizations’ resilience is often associated with dynamic capabilities (Teece, Pisano and Shuen, 1997 ), namely their ability to adapt, integrate and reconfigure their resources to cope and further thrive in changing conditions (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…During highly uncertain and turbulent times, organizations frequently face risks and disruptions across their supply chains (Ambulkar, Blackhurst and Grawe, 2015;Brandon-Jones et al, 2014;Dubey et al, 2021;Knemeyer, Zinn and Eroglu, 2009;Remko, 2020). The importance of resilience has stood out as a way to understand how organizations cope with these environments (Ambulkar, Blackhurst and Grawe, 2015;Chopra and Sodhi, 2014;Conz and Magnani, 2020;Hillmann and Guenther, 2021;Ponomarov and Holcomb, 2009;Wulandhari et al, 2022). Organizations' resilience is often associated with dynamic capabilities (Teece, Pisano and Shuen, 1997), namely their ability to adapt, integrate and reconfigure their resources to cope and further thrive in changing conditions (e.g.…”

Section: Introductionmentioning

confidence: 99%

Organizational Resilience to Supply Chain Risks During the COVID‐19 Pandemic

Wulandhari

Budhwar

Akbar

et al. 2022

British J of Management

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This paper aims to establish a link between aggregate organizational resilience capabilities and managerial risk perception aspects during a major global crisis. We argue that a multi-theory perspective, dynamic capability at an organizational level and enactment theory at a managerial level allow us to better understand how the sensemaking process within managerial risk perception assists organizational resilience. We draw from in-depth interviews with 40 managers across the UK's food industry, which has been able to display resilience during the pandemic. In sensing supply chain risks (SCRs), managers within both authority-based and consensus-based organizational structures utilize risk-capture heuristics and enact actions related to effective communications, albeit at different information costs. In seizing, we found that managers adhere to distinct heuristics that are idiosyncratic to their organizational structures. Through limited horizontal communication channels, authority-based structures adhere to rudimentary how-to heuristics, whereas consensus-based structures use obtainable how-to heuristics. We contribute to the organizational resilience and dynamic capabilities literature by identifying assessment as an additional step prior to transforming, which depicts a retention process to inform future judgements. Our study presents a novel framework of organizational resilience to SCRs during equivocal environments, by providing a nuanced understanding of the construction of dynamic capabilities through sensemaking.

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“…In addition, the positive externalities of GCT can easily lead to collective action getting into trouble. Social capital can combine individual action with collective action, promote cooperation among individuals, reduce uncertainty in the environment of individual behavior choices, and effectively restrain individual “free ride” behavior ( Wulandhari et al, 2022 ). Previous studies have confirmed the role of social capital in farmers’ domestic sewage treatment, overgrazing, irrigation technology ( Hunecke et al, 2017 ; Zhang et al, 2020 ; Ding et al, 2021 ), but few people have investigated the impact of social capital on farmers’ adoption behavior of GCT.…”

Section: Introductionmentioning

confidence: 99%

The influence of social capital on farmers’ green control technology adoption behavior

Ren

Zhong

2022

Front. Psychol.

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Relying on social capital to promote farmers’ adoption of green control technology is of great significance for the governance of rural environment and the realization of sustainable agricultural development. Based on the survey data of 754 farmers in Shandong Province, this paper uses the Probit model and the instrumental variable method to empirically analyze the impact of social capital on farmers’ green control technology adoption behavior. The results show that: social capital has a promoting influence on farmers’ green control technology adoption behavior; the influence of the three dimensions of social capital on farmers’ green control technology adoption behavior is in turn social norms, social networks, and social trust; social networks play an enhanced moderating role in the process of social trust and social norms promoting farmers’ green control technology adoption behavior; education level, the number of family labor force and annual family income level have a significant positive impact on farmers’ green control technology adoption behavior, while age has a significant negative impact. Therefore, the government should make full use of social capital to promote farmers to adopt green control technology.

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Exploring the role of social capital mechanisms in cooperative resilience

Cited by 38 publications

References 79 publications

Influencing social enterprise resilience by intellectual capital and the contribution of female leadership: insights from the Italian context

Influencing social enterprise resilience by intellectual capital and the contribution of female leadership: insights from the Italian context

Organizational Resilience to Supply Chain Risks During the COVID‐19 Pandemic

The influence of social capital on farmers’ green control technology adoption behavior

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