Interventions and measurements of highly reliable/resilient organization implementations: A literature review

Cantu, Jaime; Tolk, Janice N.; Fritts, Steve; Gharehyakheh, Amin

doi:10.1016/j.apergo.2020.103241

Cited by 17 publications

(19 citation statements)

References 43 publications

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“…If an obstacle occurs, it can be solved together for continuous improvement. Commitment of the leader is the initial key to the success of the program [37], and it requires program development through active participatory workers [38], gradual evaluation [39], joint process redesign, training, and the re-design of work organization [40].…”

Section: Discussionmentioning

confidence: 99%

The effects of ergonomic intervention on the musculoskeletal complaints and fatigue experienced by workers in the traditional metal casting industry

Susihono

Adiatmika

2021

Heliyon

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This research aimed to evaluate the effects of ergonomic intervention on the musculoskeletal complaints and fatigue experienced by workers of the traditional metal casting industry that manually pour molten metal into molds. The workers' physical complaints are typically in the form of musculoskeletal complaints, which include (1) an activity aspect, (2) a physical aspect, and (3) a motivational aspect. The method used in this research was stratified random sampling. The subjects (n ¼ 127) were divided into three groups, namely, the process cement department (PCD) group, the loam department (LD) group, and the black sand department (BSD) group. The evaluation was carried out using questionnaires based on musculoskeletal complaints and fatigue. Meanwhile, an assessment of musculoskeletal complaints and fatigue was conducted one month before the ergonomic intervention, and then during follow-ups at one and eight months after the ergonomic intervention. The results showed that the average reduction in musculoskeletal complaints and fatigue experienced by the workers in the LD group was lower than that of the workers in the PCD and BSD groups at one and eight months after the ergonomic intervention. The positive effects of the ergonomic intervention on musculoskeletal complaints were evident in terms of the back, waist, left and right thighs, right knee, right ankle, and left foot (p < 0.05). The positive effects of the ergonomic intervention on the level of activity-based fatigue were felt in the body and legs, and the feeling of wanting to lie down decreased. The motivational fatigue experienced by the workers manifested as difficulty in thinking, concentrating, and controlling behavior, while the physical fatigue experienced by the workers was in the form of headaches, back pain, excessive thirst, and feeling unwell (p < 0.05). It can be concluded that ergonomic intervention can reduce both musculoskeletal complaints and fatigue, especially by conducting a morning briefing, using ergonomic ladles when pouring molten metal into molds, and consuming nutritious food during break times.

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Section: Discussionmentioning

confidence: 99%

The effects of ergonomic intervention on the musculoskeletal complaints and fatigue experienced by workers in the traditional metal casting industry

Susihono

Adiatmika

2021

Heliyon

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“…Detect, contain, and bounce-back from the inventible (Cantu et al, 2021) Anticipation, coping, and adaptation (Bento et al, 2021) Absorption and coping (Neise et al, 2021) Flexibility and adaptability (Sharma et al, 2020) Strategy and change (Melián-Alzola et al, 2020) Respond and adapt Saad & Elshaer (2020); Filimonau et al (2020) Survival and recovery (Iborra et al, 2020) Discover and adapt (Fang et al, 2020) Prepare, absorb, recover, and adapt (Morgan et al, 2019) Plan and adapt (Gonçalves et al, 2019); (Brown et al, 2017) Plan, absorb, recover, and adapt (Klimek et al, 2019) Discover and adapt (Hudec et al, 2018) Continuous change (Pizzo, 2015) Bounce…”

Section: Resilience As Bounce Forward Outcomementioning

confidence: 99%

“…Robustness concerns stability (Azadeh et al , 2014), whereas resilience deals with dynamic stability (Hudec et al , 2018; Pham et al , 2021; Iftikhar et al , 2021), that is, constant transformation, also called transformative resilience, which can be achieved by cementing the organization's preparation, absorption, recovery and adaptation phases. It was also evident that adaptation is the core phase of resilience (Bento et al , 2021; Sharma et al , 2020; Saad and Elshaer, 2020a; Fang et al , 2020; Filimonau et al , 2020; Brown et al , 2017; Gonçalves et al , 2019a; Hudec et al , 2018; Dahlberg, 2015; Markman and Venzin, 2014; Cantu et al , 2021; Neise et al , 2021; Melián-Alzola et al , 2020a; Iborra et al , 2020; Morgan et al , 2019; Klimek et al , 2019; Pizzo, 2015; Teixeira and Werther, 2013). These perspectives represent the belief that the desired characteristic of organizational resilience is the ability to recover and adapt to a changing environment.…”

Section: Background and Gaps In The Researchmentioning

confidence: 99%

“…Despite the growing focus on resilience research and attempts to establish relationships and build theoretical models, resilience, as a body of knowledge for managing organizations, is still considered an emerging phenomenon (Parwita et al , 2021). Some researchers (Cantu et al , 2021; Bento et al , 2021; Mithani et al , 2021; Al-Atwi et al , 2021; Sharma et al , 2020; Melián-Alzola et al , 2020; Iborra et al , 2020; Andersson et al , 2019) argue, that organizational resilience enhances the ability of an organization to adapt to the changed conditions, while the others argue, that a resilient system not only is about the ability to withstand complex situations and return to the organization’s precrisis state but also can furthermore use the experiences gained from shocks as a driving force to bounce forward (Pashapour et al , 2019; Pettersen and Schulman, 2019; Ruiz-Martin et al , 2018; Duchek et al , 2020; Zumente and Lāce, 2020; Chen et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Assessing the resilience of organizations in the context of uncertainty

Bartuševičienė

Rakauskiene

Valackienė

2022

MBE

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Purpose The purpose of this paper is to define the main dimensions/aspects of resilient organizations and propose a benchmarking model to assess an organization's resilience in the context of uncertainty. Design/methodology/approach The systematic literature review method was applied to collect and synthesize relevant scientific literature from 2001 to 2022 to construct and validate a methodological approach. Findings This paper proposes a conceptualization of organizational resilience as the capacity of an organization to first remain stable; then prepare, absorb and recover after a crisis; adapt to the new environment; and, finally, use the developed experience to enhance the capacity for transformation, playing an essential role for coping with uncertainty. Research limitations/implications Resilience is recognized as organizations’ ability to adapt to the new conditions, influenced by the crises. Moreover, it supports the recognition of the learning phase that allows for growth by constantly learning from emerging situations and gaining unique experiences. These observations allow us to suggest the twofold approach. The first distinguishes the resilience as organizations’ ability to adapt to the changing environment, that is, bounce back, while the second highlights the importance of learning capacity, that is, bounce forward. Practical implications The authors suggest to adopt the conceptual framework of the bounce forward phenomenon using the Resilient Organizations’ Resilience Benchmark Tool to assess organizational resilience. This would determine the overall resilience by identifying the links between bouncing back (preparing, absorbing, recovering and adapting) and bouncing forward (enhancing learning capacity). Originality/value Having reviewed the methodologies in the extant literature to evaluate organizational resilience and explored the similarities and differences between them, the authors concluded that the Resilient Organizations Resilience Benchmark Tool (2017) is the most appropriate three-dimensional tool because of its universality and comprehensive scope. These three dimensions consist of: leadership and culture; networks; and change readiness. This methodology assesses organizations' perspectives regarding resilience based on their ability to respond to and manage crises and their ability to bounce forward successfully.

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“…Both employers and executives of the Human Resource Management should focus on strategies which can help the company to develop. In the case of the food industry in Central Greece, companies provide training programs to their employees to improve their knowledge and skills during a crisis period [30].…”

Section: (E6)mentioning

confidence: 99%

Business Strategies in HR in Times of Crisis: The Case of Agri-Food Industry in Central Greece

Ragazou

2021

Businesses

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Crisis, in whatever form it takes, is a challenge for modern business. The challenge lies in the fact that a company is prepared to balance the difficult conditions that are created, while preserving their business interest and efficiency. Thus, companies focus only on their perceived fixed bases, those that are in the internal environment such as the human capital. The need for better human resource management is more urgent than ever, and the burden on the business department is particularly great. The aim of this qualitative research is to highlight the strategies that were developed by agri-food companies in Greece and contribute to the maintenance and motivation of employees in the context of economic crisis. The methodology of this study is based on in depth interviews that were conducted in focus group discussion. Eleven companies from the agri-food sector in the region of Central Greece participated in the research. The executives highlighted three different strategies that were developed by agri-food companies in Greece, which focused on internal mobility, training and appraisal performance. Companies had to face different difficulties to use these strategies, but most of them proved that they can face their weaknesses and apply these strategies in a turbulent period like a financial crisis.

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Interventions and measurements of highly reliable/resilient organization implementations: A literature review

Cited by 17 publications

References 43 publications

The effects of ergonomic intervention on the musculoskeletal complaints and fatigue experienced by workers in the traditional metal casting industry

The effects of ergonomic intervention on the musculoskeletal complaints and fatigue experienced by workers in the traditional metal casting industry

Assessing the resilience of organizations in the context of uncertainty

Business Strategies in HR in Times of Crisis: The Case of Agri-Food Industry in Central Greece

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