Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

Abstract

PurposeThis paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward.Design/methodology/approachThe paper is based on a quantitative empirical study to support the structural perspective of organizational resilience and investigate the relationships among the dimensions to test the above hypothesis by applying confirmatory factor analysis (CFA) and structural equation modelling (SEM) methods.FindingsThe results confirmed three models that could be adopted to assess organizational resilience. The first model endorsed endogenous positive interrelationship among all three dimensions. The second model indicated that bounce-back dimensions, i.e. network and leadership and culture, have endogenous effects. Only the leadership and culture dimension is positively associated with a bounce-forward, i.e. change-ready and learning dimension. And the third model demonstrated that the network dimension is linked to leadership and culture, which is linked to the change ready and learning dimension.Originality/valueThis study attempts to provide empirical evidence identifying the links between the bounce-back and bounce-forward stages of organizational resilience. These results contribute to the development of organizational resilience theory, confirming the conceptual statements that resilience is the ability to return to the routine and to adapt to the changing environment by overcoming dynamic events, stressing the idea of the importance of enhanced learning capacity, which allows for growth by constantly learning from oneself by gaining unique experiences.

The relationship between extreme contexts, organizational change capacity, and firm product and process innovation

“…Furthermore, ensuring representativeness and enhancing external validity, consistent with the study of Bartuseviciene et al . (2023), Strata were formed based on characteristics of firms', i.e.…”

“…Furthermore, ensuring representativeness and enhancing external validity, consistent with the study of Bartuseviciene et al (2023), Strata were formed based on characteristics of firms', i.e. their size divided into two categories, small and medium-sized firms (firm size less than 249) and large firms (firms employ 250 or more people).…”

Business model innovation and Industry 5.0: a possible integration in GLAM institutions

“…Knowledge management stands out as a key driver, encompassing the capture, distribution, and efficient utilization of diverse knowledge within GLAM institutions (Von Delft et al, 2019;Li et al, 2022). This aligns with literature emphasizing the role of knowledge in facilitating innovation and organizational resilience (Visvizi et al, 2022;Ciasullo et al, 2022;Troisi et al, 2023;Bartuseviciene et al, 2022;Koskinen, 2005;Antara and Shuvro, 2020;Cerquetti and Cutrini, 2023). The collaborative nature of knowledge management, both internally and externally, highlights the need for skills and expertise in navigating complex collaborative processes.…”

The Safety Management and Organizational Resilience System Maturity of Aviation Organizations during the COVID-19 Pandemic: Comparison of Two Approaches to Achieving Safety

“…Leadership and culture have an impact on an organization's capacity for adaptation and support for decision-making, which provides insights and immediately usable solutions to manage crises [56]. Furthermore, leadership and networking denote the organization's ability to endure complex situations during shocks and revert to its pre-crisis state [57]. It can be concluded that, actually, there was a slight difference in the aspects of OR assessment.…”