Modelling organisational resilience of public sector organisations to navigate complexity: empirical insights from Lithuania

Butkus, Mindaugas; Schiuma, Giovanni; Bartuseviciene, Ilona; Volodzkiene, Lina; Rakauskiene, Ona Grazina; Dargenyte-Kacileviciene, Laura

doi:10.1007/s11403-023-00403-x

J Econ Interact Coord

2024

DOI: 10.1007/s11403-023-00403-x

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Modelling organisational resilience of public sector organisations to navigate complexity: empirical insights from Lithuania

Mindaugas Butkus,

Giovanni Schiuma,

Ilona Bartuseviciene

et al.

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2024

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Cited by 3 publications

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Editorial to the special issue on applications of complexity for resilient organizations, management and innovation systems

Cincotti,

Giannoccaro,

Ponsiglione

et al. 2024

J Econ Interact Coord

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Welcome to the Special Issue on Applications of Complexity for Resilient Organizations, Management, and Innovation Systems. This Special Issue includes six articles highlighting how complexity science and complex systems approaches can be employed to study resilient aspects in organizations, management and innovation systems. Nowadays, governments, policy-makers, managers, firms, and organizations are requested to face challenges with possible and unpredictable disruptive events always more and more interconnected. Complexity science and complex systems approaches applied to economic and managerial systems allow to model the endogenous dynamics of a system as a whole and composed of heterogeneous interacting agents from the bottom up. Such models open the opportunity for a dynamic and systemic approach to investigate and improve the resilience of organizations and innovation systems. It is crucial to remark that both scholars and decision-makers collaborated on the Special Issue to better understand the advantages of using a systemic approach (i.e., complexity science and complex systems approaches) in areas where such methodologies have not been considered so far, i.e., organization, innovation, and management. To aid in this endeavor, the papers included in the Special Issue investigate different conceptual and methodological aspects applied in different contexts and open a new vista on the opportunity offered by complexity science and complex systems approaches to face research and professional questions in the areas of organization, management, and innovation.

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Editorial to the special issue on applications of complexity for resilient organizations, management and innovation systems

Cincotti,

Giannoccaro,

Ponsiglione

et al. 2024

J Econ Interact Coord

View full text Add to dashboard Cite

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Organizational Resilience of Public Sector Organizations Responding to the COVID-19 Pandemic in Czechia and Key Influencing Factors: Use of the Nograšek and Vintar Model

Horák,

Špaček

2024

International Journal of Public Administration

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The effect of digital governance to stimulate the antifragile capabilities of public sector organizations

Bartuseviciene,

Butkus

2024

Economics &Amp; Sociology

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This paper investigates whether and in what way digital governance can contribute to the development of antifragility in public sector organizations. In this study, antifragility is realized as a set of core capabilities that equips organizations with the knowledge and capacity to deal with and capitalize on uncertainty. A survey was conducted through structured interviews with the top managers of 400 organizations to investigate this phenomenon. The subsequent study then employed nonparametric structural equation modeling, indicating the following goodness-of-fit parameters: CMIN/DF – 2.476, TLI – 0.925, CFI – 0.933, and RMSEA – 0.043. The results of this study are significant and reveal that the facilitation of digital governance can be considered an enabler of antifragility development within organizations operating in the public sector. However, the overall effect is not so straightforward. The study's findings lead to a significant outcome, indicating that cybersecurity works as a mediator in the relationship between intangible digital governance components that covary with each other, i.e., leadership, digital services, and capacity building, as well as digital infrastructure and organizational antifragility. These findings highlight the need to align digital governance with strategy and skill development. Furthermore, they emphasize the potential of technological innovation to enhance an organization’s level of antifragile capability when strategically invested.

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Modelling organisational resilience of public sector organisations to navigate complexity: empirical insights from Lithuania

Cited by 3 publications

References 58 publications

Editorial to the special issue on applications of complexity for resilient organizations, management and innovation systems

Editorial to the special issue on applications of complexity for resilient organizations, management and innovation systems

Organizational Resilience of Public Sector Organizations Responding to the COVID-19 Pandemic in Czechia and Key Influencing Factors: Use of the Nograšek and Vintar Model

The effect of digital governance to stimulate the antifragile capabilities of public sector organizations

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