Resilience, robustness, and antifragility: Towards an appreciation of distinct organizational responses to adversity

Muñoz, Albert; Billsberry, Jon; Ambrosini, Véronique

doi:10.1111/ijmr.12289

Cited by 46 publications

(41 citation statements)

References 57 publications

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“…In fact, a company that occasionally responds positively to a crisis is not necessarily antifragile. Consistent with the majority of previous studies (Munoz et al 2022 ), instead, we assume that antifragility is a capacity possessed by a company that enables it to positively respond to several types of disastrous phenomena, thus gaining a competitive advantage in the market (Taleb 2012 ).…”

Section: Introductionmentioning

confidence: 57%

“…However, antifragility is not about robustness and the ability to passively resist sudden changes in the business environment (Abbas and Munoz 2021 ). Ultimately, the key difference lies in the implicit pursuit of obtaining an advantageous competitive position (Ramezani and Camarinha-Matos 2020 ; Munoz et al 2022 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Antifragility, however, represents the capability of a system to absorb shocks and subsequently improve (Ramezani and Camarinha-Matos 2020 ). While a robust or resilient system resists failure and remains the same or recovers from failure, an antifragile system benefits from shocks by getting better (Lichtman et al 2016 ; Munoz et al 2022 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…According to some scholars, the concepts of resilience and antifragility are closely related, and in some cases overlapping (Cavanagh 2017 ). However, there is an ontological difference makes two terms clearly distinct: antifragility implies the tendency of an organization to improve its own competitive position in the face of a crisis, while resilience does not (Munoz et al 2022 ). While a resilient firm is able to absorb the shock and when the crisis is over can return to its prior state (Ivanov 2021 ), an antifragile firm benefits from disorder (Taleb 2012 ; Ramaezani and Camarinha-Matos 2020 ).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Betting on the future: how to build antifragility in innovative start-up companies

et al. 2023

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While after a crisis, organizational robustness and resilience are associated with the return to pre-shock conditions, antifragility is characterized by the tendency to take advantage of the shock to improve the organization’s position. Understanding how to create antifragility is important to ensure rapid recovery from a crisis. This is especially true for innovative start-ups, which if they are particularly fragile also have the opportunity to improve their unstable situation by adapting to the new context. However, studies on the subject are rare. To fill this gap, a survey was carried out with 181 Italian innovative start-ups to investigate the relationship between antifragility and intangible resources, tangible surplus resources, and absorptive capacity. The results show that antifragility is supported by a combination of tangible and intangible resources that can help innovative start-ups thrive when other organizations succumb.

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Section: Introductionmentioning

confidence: 57%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Betting on the future: how to build antifragility in innovative start-up companies

et al. 2023

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“…As Munoz et al (2022) point out, when faced with unexpected changes in an organization's environment, they can experience three different outcomes:…”

Section: Fragility -Resilience and Robustness -Antifragility: Necessi...mentioning

confidence: 99%

Fragility - Resilience and Robustness - Antifragility: Necessity, Choice, Opportunity or Something Else in Management?

Gorzeń-Mitka

2022

PMC

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Management science is primarily concerned with research related to and benefiting from the experience of business practice. Hence, the search for optimal solutions, often takes place on the 'living fabric' of organisations. The current situation is no different. On the one hand (in the face of geopolitical instability in Europe), we observe the fragility of organisations or hitherto applied solutions (acute disruptions: of supply chains - e.g., of highly processed goods; of services - e.g., related to global links in the banking system; or related to reorientation in the energy system). The need for rapid (often radical) change in the organisation proved to be a condition for its survival. On the other hand, we note a number of effects indicating the high competence of companies, operating mainly in highly developed economies (such as Europe), in terms of their flexibility and resilience to highly volatile disruptions (which are undoubtedly present in Europe). The search for effective ways/methods to increase organisations' level of preparedness for future crises and build its capacity to turn crises into opportunities has become more important than ever.

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A framework to model the performance indicators of resilient construction supply chain: An effort toward attaining sustainability and circular practices

Singh,

Dwivedi,

Agrawal

et al. 2023

Bus Strat Env

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In existing dynamic market place, supply chain disruptions have become a common phenomenon. Emergence of new technologies coupled with variable customer demand and uncertain pandemic has fueled the disruptions across the supply chain ecosystem. To cater the unanticipated disruptions, supply chains of every business has to be circular and sustainable and construction industry is no exception to this. The present study concentrates on identifying the major performance indicators of resilient Construction Supply Chain (CSC) and prioritize the most significant ones. Fuzzy–Decision Making Trial And Evaluation Laboratory (DEMATEL) method was used to reveal the influential relationship of performance indicators on the resilience level in CSCs. Further, a strategy map is prepared to highlight the organizational strategy and cause‐effect approach. The findings from study revealed that maintaining appropriate security level, strong collaboration among supply chain partners, efficient supply chain designs, ability to detect discrepancies, bottlenecks, and vulnerabilities, and conservation of resources to facilitate sustainable operations are the top seven performance indicators that are evident in the causal group for sustainable CSC. In the effect group, prominent performance indicators are flexibility, financial strength, and efficient allocation of resources. The study adds on to the existing literature by identifying and analyzing significant performance indicators for establishing resilient, sustainable and circular practices in the construction industry.

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Resilience, robustness, and antifragility: Towards an appreciation of distinct organizational responses to adversity

Cited by 46 publications

References 57 publications

Betting on the future: how to build antifragility in innovative start-up companies

Betting on the future: how to build antifragility in innovative start-up companies

Fragility - Resilience and Robustness - Antifragility: Necessity, Choice, Opportunity or Something Else in Management?

A framework to model the performance indicators of resilient construction supply chain: An effort toward attaining sustainability and circular practices

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