Innovation and metamorphosis towards strategic resilience

Abstract

Purpose The purpose of this paper is to examine what it means to be resilient in the context of environmental turbulence, complexity, and uncertainty, and to suggest how organizations might develop strategic resilience. Design/methodology/approach Sampling from the theoretical and empirical contributions to the understanding of resilience within the management and organizational literatures, this conceptual paper presents a model of strategic resilience and theoretical propositions are developed that suggest directions for future research. Findings It is proposed that strategic resilience is an emergent and dynamic characteristic of organizations whereby organizational legacy is a defining antecedent, top management team future orientation is a fundamental belief system, and problem formulation is a key deliberate process. Research limitations/implications Although the conceptual inquiry of strategic resilience offers clarity on a complex phenomenon, empirical evidence is needed to provide a test of the concepts and their relations. Practical implications By asserting that the environment is turbulent, complex, and uncertain, this paper opens up new possibilities for the understanding and study of strategic resilience, whereby metamorphosis and innovation are requisites, and entrepreneurship is part and parcel of strategy. As such it highlights the importance of managerial beliefs and behaviors that facilitate proactively and deliberately challenging of the status quo. Originality/value The proposed conceptualization of strategic resilience in this paper connotes action rather than just reaction, and in so doing highlights the importance of the synergy between strategic management and entrepreneurship. As such, it proposes factors that may help organizations persist and create value within a context and future that they themselves also shape.

Hotels in contexts of uncertainty: Measuring organisational resilience

“…“Change” dimension (6 items) represents the stimulus and intention of the organisation for renewal, transformation and improvement in challenging environments. It embraces attributes related to quality management ( Ates & Bititci, 2011 ; Marwa, 2012 ; Øgland, 2008 ), creativity and innovation ( Marwa & Milner, 2013 ; Sabahi & Parast, 2020 ), organisational learning and knowledge management ( Godwin & Amah, 2013 ; Ma et al, 2018 ), and change management ( Ates & Bititci, 2011 ; Morais-Storz et al, 2018 ). All items of resilience predictors were measured on a seven-point Likert scale, ranging from 1 (“strongly disagree”) to 7 (“strongly agree”).…”

“… Verreynne, Williams, Ritchie, Gronum, and Betts (2019) also emphasise the need to deepen the role of innovation in improving tourism organisations' resilience. Similarly, Morais-Storz, Platou, and Norheim (2018) explain that innovation and effective change are necessary for organisations to progress, which includes identifying areas for improvement. They indicate that the organisation will proactively drive change through innovation, as effective change is a determining factor of resilience.…”

Preparing for Accelerated Third Order Impacts of Digital Technology in Post Pandemic Service Industry: Steep Transformation and Metamorphosis

“…Thus, service organizations have to think seriously about the third-order effects of their current actions and, if necessary, change the course of actions as the nature of services may change beyond the initially imagined (Lewis 2019 ). These changes might be critically important in sustaining the competitive edge of their businesses (Morais-Storz et al 2018 ). These complex effects need to be interrogated in order to gain a deeper and clearer understanding of how digital technologies are changing the services, whose work is being changed and metamorphed.…”

Las prácticas de gestión empresarial, innovación y emprendimiento: factores influyentes en el rendimiento de las firmas emprendedoras

“…En la mayoría de las organizaciones, independientemente de su tamaño, edad o sector, enfrentan cada vez más el desafío del cambio continuo y dinámico. Para dar respuesta a las nuevas exigencias del entorno, el sector empresarial desarrolla diversas estrategias competitivas basadas en el emprendimiento (Hoyte, 2018) en combinación con las prácticas de gestión basadas en el liderazgo y planeación estratégica (Kohtamäki, Kraus, Mäkelä, & Rönkkö, 2012) orientados a la innovación (Morais-Storz, Stoud, & Berild, 2018), con la finalidad de mantenerse en el mercado altamente competitivo en que se desarrollan; para ello, generan diferentes estrategias en una López-Lemus, Jorge Armando & de la Garza Carranza, María Teresa Nº 22, Vol. 11 (1), 2019.…”