Organizational resilience: A conceptual integrative framework

Abstract

Increasingly chaotic business environments of today demand organizations to be more resilient. While the concept of resilience is widely discussed in disaster (e.g., Wildavsky, 1991) and crisis management literatures (e.g., Manyena, 2006), the literature on organizational resilience is developing disjointedly in organizational studies. The literature review suggests that some factors that are suggested in the literature as components of organizational resilience are sources contributing to the emergence of resilience in organizations. This study proposes an integrative framework for organizational resilience and introduces a new outcome concept of organizational evolvability, emphasizing the heightened sensitivity and increased wisdom of the post-event organization. In this model, sources of organizational resilience are categorized as perceptual stance, contextual integrity, strategic capacity and strategic acting, and organizational resilience leads to organizational evolvability as its outcome. The proposed organizational resilience framework attempts to provide a synthesis of the divergent literature on resilience and aims to strengthen organizational resilience research for richer theoretical and empirical progress.

Organizational resilience: a capability-based conceptualization

“…However, they provide less knowledge about how organizational resilience actually works and which elements it contains. Although some authors refer to the identified factors as elements of organizational resilience, these are mainly sources contributing to the development of resilience in organizations (Kantur and İşeri-Say 2012). The internal workings of resilience remain unclear.…”

How to emerge stronger: Antecedents and consequences of organizational resilience

“…Nowadays, in the wake of the recession in the past decade and the concurrence of continuous marketplace changes, organizations, and employees have to strive in a challenging environment and in a workplace atmosphere of uncertainty. In this turbulent business context, building resilience within organizations seems to be of vital importance for understanding and responding to crisis situations (Lengnick-Hall & Beck, 2005;Kantur & İşeri-Say, 2012). The word 'Resilience' derives from the Latin word 'Resilere', meaning 'to spring back'.…”

“…As we mentioned above, organizational resilience is an important characteristic that positively influences the organization in the long run, since resilient ones are those that are able to survive and thrive in an increasingly volatile, complex, and uncertain business world (Näswall et al, 2013). This is true to the extent that such capacity has been suggested as being a core capability to explain why some firms outperform others (Kantur & İşeri-Say, 2012). Surprisingly, despite how important this is in theory, there has been little research into the link between organizational resilience and what impact this has had on outcomes within organizations.…”

An Exploration for the Motives behind Enhancing Senior Banker’s Level of Organizational Resilience: A Holistic Case Study

“…Today, an organization's success and possibly survival depends mostly on its ability to meet the turbulent changes in the market they serve, unlimited demands of the stakeholders they deal with, besides the complex operations they must engage in during their regular delivery of products or services (Kantur & Iseri-Say, 2012). This may be the reason behind the historical evolution and the spread of the concept of "resilience" in current economic and business spheres (King et al, 2016).…”