Organisational resilience: building business value in a changing world

Quendler, Erika

doi:10.1504/jibed.2017.084301

Cited by 19 publications

(20 citation statements)

References 21 publications

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“…Krisis ekonomi dan pandemi Covid-19 merupakan contoh kejadian pada era ketidakpastian yang mengganggu aktivitas bisnis UMKM (Acquaah et al, 2011;Pal, Torstensson, & Mattila, 2014;Resmi, Pahlevi, & Sayekti, 2020;Hardilawati, 2020). Gangguan pada era ketidakpastian terjadi terus-menerus dan makin lama makin kompleks (Duchek, 2018) disebabkan oleh dinamika politik dan ekonomi, perkembangan ilmu pengetahuan dan teknologi, globalisasi, perubahan demografi, pasar terbuka, perubahan struktural, pertumbuhan populasi dan kendala sumber daya, serta perubahan iklim (Linnenluecke & Griffiths, 2010;Bautista, Osorio, & Dwyer, 2015;Quendler, 2017;Stone & Rahimifard, 2018). UMKM dapat bertahan menghadapi berbagai gangguan jika memiliki ketahanan usaha yang tinggi (Burnard & Bhamra, 2011;Acquaah et al 2011;Kantur & İşeri-Say, 2012;Fatoki, 2018).…”

Section: Pendahuluan Latar Belakangunclassified

Daya Tahan Usaha Mikro Kecil dan Menengah (UMKM) Sektor Perikanan Kabupaten Takalar Pada Era Ketidakpastian

Syamsari¹,

Maarif

Anggraeni

et al. 2022

BIMSEKP

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UMKM pada era ketidakpastian membutuhkan beberapa faktor untuk bertahan menghadapi gangguan yang terus-menerus terjadi, tidak terduga, dan makin kompleks. Pendekatan holistik yang menggunakan empat teori, yaitu teori sumber daya, teori entrepreneurial orientation, teori corporate entrepreneurship, dan teori entrepreneurship ecosystem dibutuhkan untuk memperkuat daya tahan UMKM. Penelitian ini bertujuan menemukan formulasi faktor yang membentuk daya tahan UMKM dan memilih bisnis UMKM yang memiliki daya tahan tinggi. Lokasi penelitian berada di Kabupaten Takalar, Sulawesi Selatan dan penelitian dilaksanakan pada bulan Agustus sampai dengan Oktober 2021. Data diperoleh dari kuesioner yang diisi oleh dua puluh orang pakar untuk menyusun ranking empat belas kriteria yang berasal dari empat teori yang mendasari penelitian. Analisis data dilakukan dengan menggunakan metode Eckenrode untuk memperoleh bobot setiap kriteria dan metode TOPSIS untuk menetapkan bisnis yang memiliki daya tahan tinggi. Hasil penelitian menunjukkan urutan bobot empat belas kriteria dari terbesar ke terkecil, yaitu sumber daya (0,111), pasar (0,108), perilaku inovatif (0,103), strategi (0,93), perilaku proaktif (0,093), pembiayaan (0,087), pengambilan risiko (0,075), kebijakan (0,073), agresivitas kompetitif (0,063), proses (0,061), supporting (0,054), struktur (0,036), budaya (0,028), dan perguruan tinggi (0,015). Urutan bobot kriteria tersebut ditetapkan sebagai formulasi faktor yang membentuk daya tahan UMKM. Bisnis UMKM yang memiliki daya tahan tinggi adalah rumput laut karena memiliki koefisien kedekatan tertinggi (0,815). Kesimpulan penelitian ini menyatakan bahwa formulasi faktor yang membentuk daya tahan UMKM secara berurut adalah sumber daya, pasar, perilaku inovatif, strategi, perilaku proaktif, pembiayaan, pengambilan risiko, kebijakan, agresivitas kompetitif, proses, supporting, struktur, budaya, dan perguruan tinggi. UMKM sektor perikanan yang memiliki daya tahan tinggi adalah UMKM yang berbisnis rumput laut. Title: The Resilience of Micro, Small and Medium Enterprises (MSMEs) of Takalar District Fisheries in the Era of UncertaintyFacing the era of uncertainty, MSMEs need several factors to survive due to unpredictable and complex disruption. A holistic approach that uses four theories, namely resource theory, entrepreneurial orientation theory, corporate entrepreneurship theory and entrepreneurship ecosystem theory is needed to strengthen the resilience of MSMEs. The research aims to find the formulation of factors forming the resilience of MSMEs as well as to choose the kind of MSMEs businesses that have strong resilience. The location of the research was in Takalar Regency, South Sulawesi. The research was carried out from August to October 2021. Data obtained from a questionnaire filled out by twenty experts and analyzed using the Eckenrode and TOPSIS method. Fourteen criteria derived from the four theories approach in this research were assessed by experts then calculating their weights according to Eckenrode method. The results show the order of the weights of fourteen criteria from largest to smallest as following: resources (0.111), market (0.108), innovative behavior (0.103), strategy (0.93), proactive behavior (0.093), financing (0.087), risk taking (0.075), policy (0.073), competitive aggressiveness (0.063), process (0.061), supporting (0.054), structure (0.036), culture (0.028) and higher education (0.015). The order of criterion weight is determined as factors formulation forming the resilience of MSMEs. The strongest resilience of MSMEs business is seaweed with the highest closeness coefficient (0.815). The conclusion of this study states that the formulation of factors that shape the resilience of MSMEs in sequence are resources, market, innovative behavior, strategy, proactive behavior, financing, risk taking, policy, competitive aggressiveness, process, supporting, structure, culture and higher education. MSMEs in the fisheries sector that have high resilience is MSMEs in the seaweed business.

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Section: Pendahuluan Latar Belakangunclassified

Daya Tahan Usaha Mikro Kecil dan Menengah (UMKM) Sektor Perikanan Kabupaten Takalar Pada Era Ketidakpastian

Syamsari¹,

Maarif

Anggraeni

et al. 2022

BIMSEKP

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“…Research of Ruiz-Martin, López-Paredes, and Wainer (2018) claimed that an organization is resilient if it manages to render positive conversion in conditions of risk in order to escape from the threat while becoming more diligent and cleverer. Organizational resilience also helps to distinguish the company's key strong and weak aspects and then to establish essential matters with respect to business continuity planning (Quendler, 2017;Mohammed et al, 2019). Sahebjamnia, Torabi, and Mansouri (2018) recognized that an organization that proves resilience is capable to undertake its essential processes at the minimum degree of its business continuity goals and to comply with the maximum endurable period of disruption.…”

Section: Organizational Resilience and The Efficiency Of Business Conmentioning

confidence: 99%

Critical Functions in Ensuring Effective Business Continuity Management. Evidence From Romanian Companies

Pãunescu

Argatu

2020

Journal of Business Economics and Management

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The paper explores how business continuity management (BCM) is defined within the professional and academic communities that work in the field or research it. It sets out the framework for the composing elements of a BCM that emerge and considers how these various elements can interact with each other to build a sound business continuity management. Also, the paper aims to examine the organization’s critical functions that ensure an effective BCM. The research relies on a questionnaire-based survey, with data collected by personally interviewing top and middle-level managers from Romanian small and medium-sized companies. The results, which count on the responses of 119 participant companies, show that risk assessment takes a critical role in building the organization’s BCM strategy, while business continuity response planning has the strongest impact on the overall effectiveness of the organization’s BCM. The novelty of this research lies in a first time establishment of the critical functions that are vital for companies to maintain their essential business operations in case of disruptive incidents, to build organizational resilience. Future research should be grounded on testing if the BCM arrangements and business impact analysis influence the BCM strategy as the existing data did not prove that it did.

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“…In indicates the ease with which an organisation moves from stable to unstable state. As such, it includes the ability to facing current difficulties, survive recent, adaptation with the changes with all its difficulties, and then challenges of the past and future (Kendra & Wachtendorf, 2003;de Carvalho, Ribeiro, Cirani, & Cintra, 2016;Quendler, 2017). Challenges to be faced regarding problems of funding, participation from all humanresources in organisation, and cultural-change like the economic system and condition, globalisation, demand for particular standard for education, and invention, become important considerations for an organisation that is aware of risks, crisis management, planning continuity, organisational-leadership, and contingencybased management (Kusumaputri, Himam, Afiatin, & Meiyanto, 2014).…”

Section: Introductionmentioning

confidence: 99%

Positioning Indonesian Islamic Higher-Education Vis-a-Vis Globalisation: Organisational–resilience Dynamics

Kusumaputri

Muslimah

Adib

et al. 2021

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In the present era of globalisation, higher-education institutions are required to focus on innovation to deal with the various challenges. Considering what Islamic higher-education institutions in Indonesia, have achieved in recent times, they face an uphill struggle to compete at the global level. This study aimed at identifying and analysing the dynamics of resilience for globalisation in a state Islamic–University in Indonesia. The results of studies on the management of Islamic tertiary institutions, specifically on organizational resilience, are very difficult to find. This study used the qualitative analysis method of a case-study and comprised in-depth interviews with key people concerned with the management of the university, observation, and secondary data namely academic documents, photos, and information from the university’s official website. The findings showed the university’s continuous efforts to improve not only the academic community’s management skills, knowledge, and expertise but also the implementation of international-curriculum standardization and cooperation with overseas universities. These actions cannot be separated from obstacles faced by university from within and without particularly in terms of funding-related policies. The university’s program-based innovations which are yet to be carried out by other Islamic-universities in Indonesia indicate this institution’s initiative to break the obstacles.

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Organisational resilience: building business value in a changing world

Abstract: As

Cited by 19 publications

References 21 publications

Daya Tahan Usaha Mikro Kecil dan Menengah (UMKM) Sektor Perikanan Kabupaten Takalar Pada Era Ketidakpastian

Daya Tahan Usaha Mikro Kecil dan Menengah (UMKM) Sektor Perikanan Kabupaten Takalar Pada Era Ketidakpastian

Critical Functions in Ensuring Effective Business Continuity Management. Evidence From Romanian Companies

Positioning Indonesian Islamic Higher-Education Vis-a-Vis Globalisation: Organisational–resilience Dynamics

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