The Resilience Architecture Framework: Four organizational archetypes

Limnios, Elena Alexandra Mamouni; Mazzarol, Tim; Ghadouani, Anas; Schilizzi, Steven

doi:10.1016/j.emj.2012.11.007

Cited by 227 publications

(93 citation statements)

References 79 publications

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“…For example, resilience can be related to surviving or adapting to: disruptions (Bell, 2002;Horne III & Orr, 1998;Lengnick-Hall et al, 2011;, disasters or catastrophic events ; (Alblas & Jayaram, 2015); challenging conditions (Sutcliffe & Vogus, 2003;Vogus & Sutcliffe, 2007); disturbances (Hollnagel, 2010;Mamouni Limnios et al, 2014;Tillement et al, 2009); threats Dewald & Bowen, 2010) or changes (Fiksel, 2006;Mafabi et al, 2015;. However, some authors consider that these changes can also be opportunities (Ates & Bititci, 2011;Bhamidipaty et al, 2007;Dewald & Bowen, 2010), and resilient organizations take advantage of these opportunities.…”

Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

“…Although this is not specifically stated in the definitions, it can be inferred from their work. However, a few authors consider that resilience is not always desirable, depending on the state of the system or organization (Mamouni Limnios, 2011;Mamouni Limnios et al, 2014). For example, in a Cournot duopoly, after an increase in the production cost for both firms in the same amount, companies are not willing to exhibit resilience (understood as bouncing back to the previous state of cost) (Lambertini & Marattin, 2016).…”

Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

“…Under this view, resilience is the level of disturbance an organization can tolerate and still survive Mamouni Limnios, Mazzarol, Ghadouani, Schilizzi, 2014) …”

Section: Resilience As a Measure Of The Disturbance That An Organizatmentioning

confidence: 99%

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What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

139

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

See 1 more Smart Citation

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

139

124

View full text Add to dashboard Cite

show abstract

“…Balancing appropriate levels of seeming conflicting adaptation with efficiency can be resolved by considering the desirability of the business' function (Mamouni Limnios et al, 2013), leading back to sustainability as a goal of resilience (Walker et al, 2002). Figure 1 below offers a matrix inspired by Mamouni Lminios et al (2013) which combines temporal levels of sustainability and resilience in a series of organisational types.…”

Section: Linking Sustainability and Resilience For Businessesmentioning

confidence: 99%

“…Vulnerability can be improved through mitigating the effect that disturbances have on the system by lowering its exposure to them, reducing its sensitivity to them, and increasing the system's range of available responses . Undesirable system behaviours can also be resilient (Walker et al, 2002, Wright et al, 2012 such as resistance to necessary change (Mamouni Limnios et al, 2013). A goal is needed for determining wanted and unwanted forms of resilience (Walker et al, 2002).…”

Section: Resiliencementioning

confidence: 99%

Surviving or flourishing? Integrating business resilience and sustainability

Winnard

Adcroft

Lee

et al. 2014

Journal of Strategy and Management

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PurposeBusinesses are always seeking resilient strategies so they can weather unpredictable competitive environments. One source of unpredictability is the unsustainability of commerce's environmental, economic or social impacts and the limitations this places on businesses. Another is poor resilience causing erroneous and unexpected outputs. Companies prospering long-term must have both resilience and sustainability, existing in a symbiotic state. This paper explores the two concepts and their relationship, their combined benefits and proposes an approach for supporting decision-makers to proactively build both characteristics. Design/methodology/approach The paper looks at businesses as complex adaptive systems, how their resilience and sustainability can be defined and how these might be exhibited. It then explores how they can be combined in practice. FindingsThe two qualities are related but have different purposes, moreover resilience has two major forms related to timescales. Both kinds of resilience are identified as key for delivering sustainability, yet the reverse is also found to be true. Both are needed to deliver either and to let businesses flourish. Practical implicationsAlthough the ideal state of resilient sustainability is difficult to define or achieve, pragmatic ways exist to deliver the right direction of change in organisational decisions. A novel approach to this is explored based on Transition Engineering and Robustness Engineering. Originality/value This paper links resilience and sustainability explicitly and develops a holistic pragmatic approach for working through their implications in strategic decision-making.

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