How internal transparency impacts organizational resilience

Abstract

PurposeResearch on transparency has been concerned mainly with external transparency, leaving internal transparency understudied. In particular, there is a lack of empirical research on the relationship between internal transparency and organizational resilience. This paper aims at investigating how internal transparency impacts organizational resilience in a public entity. It also examines how (quality) management systems impact internal transparency, and thus organizational resilience.Design/methodology/approachThe research is based on semi-structured interviews covering the relevant topics. A total of 32 interviews were undertaken between January and May 2018.FindingsThe findings indicate that internal transparency contributes to better preparedness to adverse conditions by enhancing the ability to cumulate, locate and share knowledge. Similarly, management systems improve internal transparency through the enhancement of communication flow, use of indicators and accretion of a database.Originality/valueThe paper is the first, as evident from the literature review, to investigate how internal transparency impacts organizational resilience. Hence, it sheds light on a very important aspect of the effective management of quality, risk and reliability. It is also one of the first papers to examine the mediating role of (quality) management systems in organizational resilience.

Exploring the role of social capital mechanisms in cooperative resilience

“…Transparency. As mentioned above, KSS's attempt to strategically strengthen its social capital involves trust-building activities resulting in a high level of organizational transparency proven to be a salient component of resilience (Al Balushi, 2021). This activity's simple but effective means involves undertaking "rapat akhir tahun" or end-of-the-year meetings that act as a vessel for members to exchange information.…”

How International Health System Austerity Responses to the 2008 Financial Crisis Impacted Health System and Workforce Resilience – A Realist Review

“…In the aftermath of the financial crisis, some countries were more burdened by the restrictive fiscal policies that followed, for example, Ireland, Greece, Spain and Portugal, where decision-making was increasingly influenced by outside agents. In order to demonstrate progress to external agents there was a shift towards external transparency, 106 with performance monitoring and data collection highly influenced by the interests of these external agents. 76,85,88,94,103,[113][114][115] This had a diminishing effect on internal transparency -the degree to which employees have access to information necessary to perform their duties 106 -which was previously driven by the interests and priorities of internal agents (healthcare staff).…”

“…In order to demonstrate progress to external agents there was a shift towards external transparency, 106 with performance monitoring and data collection highly influenced by the interests of these external agents. 76,85,88,94,103,[113][114][115] This had a diminishing effect on internal transparency -the degree to which employees have access to information necessary to perform their duties 106 -which was previously driven by the interests and priorities of internal agents (healthcare staff). The lack of transparency was further compounded by poor communication from management and a lack of coproduction with frontline staff -in terms of deciding what activities or efficiencies to prioritise in order to meet the targets set.…”

“…Transparency Internal Transparency: "an outcome of communication behaviors within an organization that reflects the degree to which employees have access to the information requisite for their responsibilities. " 106 External Transparency: "is communication to the environment outside the organization. It aims at ensuring outsiders, normally a specific group, are aware of certain organizational activities. "…”

“…It aims at ensuring outsiders, normally a specific group, are aware of certain organizational activities. " 106 Selective Transparency: "is generated by key performance indicators, and this enables managers to control the activities of the managed. " 107 Reflective Equilibrium A method that "is used in ethical decision-making to reflect on a perspective or judgment in order to reach a justified moral position between competing moral judgments.…”