Measuring Organizational Resilience: A Scale Development

Abstract

Today's business context is characterized by hyper competition, uncertainty, and ambiguity. Added to this is the unfortunate increase in the occurrence and the intensity of the natural disasters and crises situations including economic, political and social events. Accordingly, all the changes in the external environment amplified the significance of 'resilience' for all organizations. Resilient individuals and organizations positively adapt to changing conditions without showing any stress (Mallak, 1998), and thus today organizations desire to be resilient to easily adapt to changing circumstances and move forward. Organizational resilience term is highly adopted in organizational theory field and specifically in crisis management and disaster management literatures, and recently in strategic management literature. Yet, there is not an agreed upon and commonly accepted scale of organizational resilience. Accordingly, the organizational resilience literature is yet to develop regarding quantitative studies. This study attempts to fill this gap by developing a reliable and valid scale of organizational resilience construct through adopting both qualitative and quantitative methods.

The impact of strategic human resource management on organizational resilience: an empirical study on hospitals

“…They studied these dimensions through competencies owned by the employees as well as human resources principles and policies. Kantur and Say (2015) develops a measure of organizational resilience comprised three dimensions: robustness, agility and integrity. Mallak (1998) reviewed numerous scales used to assess organizational resilience and concluded six dimensions that utilized to measure this construct: resource access, source reliance, role dependence, critical understanding, avoidance as well as goal-directed solution-seeking.…”

“…Lengnick-Hall et al (2011) suggested that organizational resilience can be developed by SHRM. Kantur and Say (2015) pointed out that the recent interest in the theoretical literature focuses on studying organizational resilience in relation to other organizational variables in order to enhance the organization's ability to succeed. Following this trend, the present study aims at exploring the impact of SHRM on organizational resilience.…”

Smart Cities as Organizational Fields: A Framework for Mapping Sustainability-Enabling Configurations

“…In this light, the system's sustainability-enabling resilience, rather than sustainability in itself, should be understood as the key measure of organizational fields' success. Resilience can be generally defined as a system's capability to resist crises and to leverage its own difficulties and mistakes as evolutionary opportunities to learn and get stronger [40,41]. By "sustainability-enabling resilience", consistently, we indicate: (i) a system's capability to resist crises without jeopardizing the system's own long-term economic, social and environmental sustainability; along with (ii) the system's capability to leverage its own difficulties and mistakes as evolutionary opportunities to learn about the sustainability challenges it faces and adapt accordingly.…”

Organizational Resilience: The Theoretical Model and Research Implication

“…In a system viewpoint, Tierney (2003) [15] dimensionalizes the construct with four dimensions of robustness, redundancy, resourcefulness and rapidity. Deniz and Arzu (2015) [16] developed three dimension structure of organizational resilience: robustness, agility and integrity. In strategic viewpoint, McManus (2008) [17] think that a resilient organization should need situation awareness, management of keystone vulnerabilities and adaptive capacity.…”