Turning Danger into Safety: The Origin, Research Context and Theoretical Framework of Organizational Resilience

Chen, Ruijun; Liu, Yingqi; Zhou, Fei

doi:10.1109/access.2021.3069301

Cited by 23 publications

(17 citation statements)

References 68 publications

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“…Organizational resilience, in the broad sense, is understood as the ability of an organization to adapt, return to normal activities following shocks or threats, and use lessons learned as a driving force to bounce-forward (Pashapour et al, 2019;Pettersen and Schulman, 2019;Ruiz-Martin et al, 2018;Altenberg, 2019;Duchek et al, 2020;Chen et al, 2021;Ruiz-Martin et al, 2018). It focuses on permanent adaptive changes in organizations.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

Bartuševičienė

Butkus

Schiuma

2022

EJIM

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PurposeThis paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward.Design/methodology/approachThe paper is based on a quantitative empirical study to support the structural perspective of organizational resilience and investigate the relationships among the dimensions to test the above hypothesis by applying confirmatory factor analysis (CFA) and structural equation modelling (SEM) methods.FindingsThe results confirmed three models that could be adopted to assess organizational resilience. The first model endorsed endogenous positive interrelationship among all three dimensions. The second model indicated that bounce-back dimensions, i.e. network and leadership and culture, have endogenous effects. Only the leadership and culture dimension is positively associated with a bounce-forward, i.e. change-ready and learning dimension. And the third model demonstrated that the network dimension is linked to leadership and culture, which is linked to the change ready and learning dimension.Originality/valueThis study attempts to provide empirical evidence identifying the links between the bounce-back and bounce-forward stages of organizational resilience. These results contribute to the development of organizational resilience theory, confirming the conceptual statements that resilience is the ability to return to the routine and to adapt to the changing environment by overcoming dynamic events, stressing the idea of the importance of enhanced learning capacity, which allows for growth by constantly learning from oneself by gaining unique experiences.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

Bartuševičienė

Butkus

Schiuma

2022

EJIM

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“…As research progressed, Wildavsky (1988) [37] first included resilience in the study of organizations. However, it was not until the late 1990s that the study of resilience in organizations gradually gained favor among scholars, who began to focus on the study of resilience after disasters [2,29,38]. In organizational research, the concept of resilience has been applied in crisis management, disaster, and high reliability organizational literature [39,40].…”

Section: The Connotation Of Organizational Resiliencementioning

confidence: 99%

“…In the context of economic globalization, companies are facing an unprecedented uncertain business environment in which unexpected events are ubiquitous [1], such as the Indian Ocean tsunami in 2004, the Chilean earthquake in 2010, and the recent novel coronavirus (COVID-19) [2]. Natural disasters, pandemic diseases, terrorist attacks, political unrest and economic instability all have unpredictable effects on organizational sustainability and competitiveness [3].…”

Section: Introductionmentioning

confidence: 99%

Analysis of the Influencing Factors of Organizational Resilience in the ISM Framework: An Exploratory Study Based on Multiple Cases

et al. 2021

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As an important means to deal with crisis, organizational resilience has attracted the attention of academia and industry. However, research on what factors influence organizational resilience has lagged behind. In view of this, this study proposes the concept of organizational resilience on the basis of existing research and extracts the influencing factors of organizational resilience based on a multi-case analysis approach, using the organizational behavior of five companies in crisis situations as the research object. Based on the Interpretive Structure Model (ISM), the internal logical relationship and hierarchical structure of the factors influencing organizational resilience are analyzed. In this study, the importance of influencing factors of organizational resilience was analyzed by using analytic network process (ANP). It is suggested that strengthening organizational resilience is the key, organizational learning is the important basis, emotion management is the necessary condition, and organizational resources are the basic guarantee, which provides theoretical supplement and practical guidance for the study of organizational resilience.

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“…To identify the components of the resilience of organizations and to identify the system of indicators, the most common quantitative method that the scholars use is factor analysis (Al-Atwi et al , 2021; Chen, Liu, et al , 2021; Santoro et al , 2021; Lee et al , 2013; McManus et al , 2007; Whitman et al , 2013; Alayed, 2019), followed by the SEM (Sobaih et al , 2021; Tortorella et al , 2021; Melián-Alzola et al , 2020).…”

Section: Background and Gaps In The Researchmentioning

confidence: 99%

“…Despite the growing focus on resilience research and attempts to establish relationships and build theoretical models, resilience, as a body of knowledge for managing organizations, is still considered an emerging phenomenon (Parwita et al , 2021). Some researchers (Cantu et al , 2021; Bento et al , 2021; Mithani et al , 2021; Al-Atwi et al , 2021; Sharma et al , 2020; Melián-Alzola et al , 2020; Iborra et al , 2020; Andersson et al , 2019) argue, that organizational resilience enhances the ability of an organization to adapt to the changed conditions, while the others argue, that a resilient system not only is about the ability to withstand complex situations and return to the organization’s precrisis state but also can furthermore use the experiences gained from shocks as a driving force to bounce forward (Pashapour et al , 2019; Pettersen and Schulman, 2019; Ruiz-Martin et al , 2018; Duchek et al , 2020; Zumente and Lāce, 2020; Chen et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

Assessing the resilience of organizations in the context of uncertainty

Bartuševičienė

Rakauskiene

Valackienė

2022

MBE

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Purpose The purpose of this paper is to define the main dimensions/aspects of resilient organizations and propose a benchmarking model to assess an organization's resilience in the context of uncertainty. Design/methodology/approach The systematic literature review method was applied to collect and synthesize relevant scientific literature from 2001 to 2022 to construct and validate a methodological approach. Findings This paper proposes a conceptualization of organizational resilience as the capacity of an organization to first remain stable; then prepare, absorb and recover after a crisis; adapt to the new environment; and, finally, use the developed experience to enhance the capacity for transformation, playing an essential role for coping with uncertainty. Research limitations/implications Resilience is recognized as organizations’ ability to adapt to the new conditions, influenced by the crises. Moreover, it supports the recognition of the learning phase that allows for growth by constantly learning from emerging situations and gaining unique experiences. These observations allow us to suggest the twofold approach. The first distinguishes the resilience as organizations’ ability to adapt to the changing environment, that is, bounce back, while the second highlights the importance of learning capacity, that is, bounce forward. Practical implications The authors suggest to adopt the conceptual framework of the bounce forward phenomenon using the Resilient Organizations’ Resilience Benchmark Tool to assess organizational resilience. This would determine the overall resilience by identifying the links between bouncing back (preparing, absorbing, recovering and adapting) and bouncing forward (enhancing learning capacity). Originality/value Having reviewed the methodologies in the extant literature to evaluate organizational resilience and explored the similarities and differences between them, the authors concluded that the Resilient Organizations Resilience Benchmark Tool (2017) is the most appropriate three-dimensional tool because of its universality and comprehensive scope. These three dimensions consist of: leadership and culture; networks; and change readiness. This methodology assesses organizations' perspectives regarding resilience based on their ability to respond to and manage crises and their ability to bounce forward successfully.

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Turning Danger into Safety: The Origin, Research Context and Theoretical Framework of Organizational Resilience

Cited by 23 publications

References 68 publications

Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

Analysis of the Influencing Factors of Organizational Resilience in the ISM Framework: An Exploratory Study Based on Multiple Cases

Assessing the resilience of organizations in the context of uncertainty

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