Predictors of organizational resilience by factorial analysis

Abstract

The global economy is characterized by a progressive complexity, uncertainty, and volatility, which exert intense pressures to organizations and confronts them, with increasing frequency, to disruptive and unexpected events. In such environments, some organizations develop a resilience profile to increase the capacity to anticipate, adapt, and recover equilibrium or even, gain a new advantage position after the disruption. In this research, the factors of organizational resilience (OR) are identified and a structural equations model is developed. The article discusses the theoretical background and the literature of the resilience factors, and proposes their classification, which is used for the development of a questionnaire for the determination of the relative importance of the factors in several industrial sectors. The internal consistency of the questionnaire was validated with the Cronbach's a coefficient and was applied to a sample of 159 manufacturing companies of the twin plant "maquiladora" industry of Ciudad Juarez, México, using a convenience sampling method. The key driver factors related to the development of OR are identified employing a partial least squares structural equation modeling approach, also is developed a structural model as a predictor of OR and its effectiveness, covering the description of the proposed model. By hypotheses tests, it is verified that resilient leadership explains the role of variables related to the development of OR, having a high influence in the organizational culture and in the capacity to organize and manage operations, being these three contributors, the drivers of the adaptation capacity that has a direct relation to the development of resilience.

Nurturing organisational resilience through knowledge management: a qualitative inquiry of parastatals

“…Organisations whether public or private operate under intense pressure for better service delivery especially in developing economies (Duchek, 2020; Morales et al , 2019). Organisations just like human beings face certain adversities and become stressed.…”

Modelling workforce employability pipelines for organisational resilience

“…While M&S offers considerable efficiency benefits, anecdotally workforce managers are sceptical of lean management practices likely because such efficiencies can reduce an organisation's resilience to complexities like competition, technological and societal changes, of which there are many. 61 There is promising research that organisational resilience broadly may be sought with M&S, distinct from purely lean objectives, [62][63][64] where this appears more advanced for supply chain elements. 65,66 This research has sought to model workforce education to achieve more organisational resilience, offering a unique translation of BPMN approaches with systems dynamics to lower barriers to achieving M&S use in workforce management.…”

“…Such M&S allows organisations to partner more sustainably with education providers where they do provide competencies that can be outsourced while optimising personnel flows through in-house education where external providers cannot. The research team has recently focused on the measurement of training system resilience 67 similar to the instrumented survey approach by Morales et al 62 but concentrated on just workforce education. The aim is to make it easier to identify when training and education management may be sub-optimal or fragile to perturbations well before problems occur (i.e., avoiding band-aid approach) by surveying the milieu inhabitants of employability clusters.…”

“…While M&S offers considerable efficiency benefits, anecdotally workforce managers are sceptical of lean management practices likely because such efficiencies can reduce an organisation’s resilience to complexities like competition, technological and societal changes, of which there are many. 61 There is promising research that organisational resilience broadly may be sought with M&S, distinct from purely lean objectives, 62 –64 where this appears more advanced for supply chain elements. 65,66…”

Changing Digital Age in the Wake of COVID-19

“…To conduct the reliability and validity checking, we follow the guideline as suggested by Morales et al (2019). The results of the exploratory factor analysis are shown in Table 3.…”