Organizational Resilience and Sustainable Development

Evans, Vicky; Cregan, Karen; Wall, Tony

doi:10.1007/978-3-319-69627-0_24-1

Cited by 2 publications

(2 citation statements)

References 41 publications

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“…Unlearning is assumed to have organizational-level effects [146], such as influencing organizational readiness for alterations [147] and affecting the organizational knowledge absorptive capacity [148]. In addition, following Koronis and Ponis' [140] idea, Evans, Cregan, and Wall [149] classified resilience into four domains, i.e., preparedness, responsiveness, adaptability, and learning, and they argued that all of these capabilities are positively affected by the unlearning ability of firms. Based on this discussion, the author highlights the unlearning capability as an antecedent of organizational resilience.…”

Section: Organizational Learning and Unlearningmentioning

confidence: 99%

Integrative Review of Absorptive Capacity’s Role in Fostering Organizational Resilience and Research Agenda

Rakthin

2022

Sustainability

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Organizational resilience (OR) has been studied as an important construct for maintaining an organization’s sustainability in today’s dynamic business world. However, the exact way to systematically achieve OR in real organizational settings is still unknown. In this paper, the scholars elucidate how OR can be fostered by developing knowledge absorptive capacity based on the knowledge-based view and dynamic capability theory. The paper highlights the significance of knowledge resources for a firm’s survival nowadays and provides conceptual clarity of how a firm’s ACAP could reinforce fostering OR. Thereby, this review fills the knowledge gaps of previous studies. Based on the review corpus, scholars also address other prominent antecedents for nurturing OR, such as leadership styles, dynamic capabilities, organizational learning, unlearning, networks, and social capital. Lastly, a conceptual model was developed for future organizational studies. In addition to the aforementioned contributions, the study’s novelty also lies in the review method, which is systematically conducted in an integrated manner by combining a bibliometric analysis and a scoping review. Furthermore, the study analyzes a more expansive database that includes 823 documents and covers documents published more recently, from 1992 to 2021.

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Section: Organizational Learning and Unlearningmentioning

confidence: 99%

Integrative Review of Absorptive Capacity’s Role in Fostering Organizational Resilience and Research Agenda

Rakthin

2022

Sustainability

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“…A Non-normative Orientation of Resilience This paper offers a novel contribution to organisational resilience research, as most resilience scholarship in the study of organisations or groups of people uses a normative approach where resilience is understood to be a fundamentally good thing (e.g., Evans et al, 2021). In addition to allowing us to identify ways to improve the resilience of already existing sustainability initiatives, we have shown that using resilience in a non-normative way is possible, and that applying a non-normative resilience lens to sustainability governance can help identify how to destabilise unsustainable elements of a system.…”

Section: How This Paper Advances Scholarship About Resiliencementioning

confidence: 99%

How to Repurpose the University: A Resilience Lens on Sustainability Governance

Robinson¹,

Pedersen²

2021

Front. Sustain.

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Universities have an important role in moving society towards a more sustainable future. However, this will require us to repurpose universities, reorienting and refocusing the different university domains (education, research, campus, and outreach) towards sustainability. The governance structures and processes used to embed sustainability into the activities and operations of the institution are critical to achieving the required transformation. Our current university systems which are seen as contributing to socio-ecological system unsustainability are resilient to change due to slow variables such as organisational and sector-wide prevailing paradigms and culture. Therefore, to repurpose a university requires us to destabilise our prevailing system, crossing a threshold into a new stable system of a ‘sustainable university' across all its domains. This paper utilises an adaptation of Biggs et al. (2012) resilience principles for the governance of social-ecological systems to provide a framework to consider aspects of university governance for sustainability that can be utilised to repurpose universities towards sustainability, and destabilize unsustainable elements of the system. This paper draws out examples relating to sustainability governance within universities with regards to the four principles of (i) managing diversity and redundancy, (ii) managing connectivity, (iii) managing slow variables and feedbacks, and (iv) encouraging learning and experimentation within the context of complex adaptive systems. In this article, we have shown that using resilience in a non-normative way is possible (to decrease resilience of an unsustainable system), and that it can also be valuable to help understand how to shift organisational governance towards a particular end-state (in this case, university governance that advances sustainability). This paper provides an example of how to operationalise resilience principles of relevance to the resilience literature as well as providing a practical framework to guide higher education institution governance for sustainability.

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Organizational Resilience and Sustainable Development

Cited by 2 publications

References 41 publications

Integrative Review of Absorptive Capacity’s Role in Fostering Organizational Resilience and Research Agenda

Integrative Review of Absorptive Capacity’s Role in Fostering Organizational Resilience and Research Agenda

How to Repurpose the University: A Resilience Lens on Sustainability Governance

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