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1 – 10 of over 19000Stephanie Douglas and Gordon Haley
The objective of this study is to analyze the conceptual and domain overlap of organizational learning and organizational resilience; specifically, the adaptation or renewal…
Abstract
Purpose
The objective of this study is to analyze the conceptual and domain overlap of organizational learning and organizational resilience; specifically, the adaptation or renewal domain in organizational resilience. From the findings, strategies to foster collective learning leading to organizational resilience are identified and outlined.
Design/methodology/approach
Recent organizational resilience conceptual models were analyzed to identify the conceptual overlap between the renewal and adaptation domain of organizational resilience and organizational learning. From the analysis of the models, implications were drawn based on the conceptual overlap found in organizational learning and the adaptable or renewal domain of organizational resilience.
Findings
To build the renewal or adaptation domain of organizational resilience, organizations must embody learning into a capability. Systems are then required for learning to remain continuous and foster knowledge acquisition, distribution, interpretation, and organizational memory that leads to dynamic capabilities for renewal and adaptation. The learning strategies must then focus renewing what is known in traditional approaches to organizational learning that supports experiential learning, developing systematic approaches to learning, and creating contexts to facilitate organizational learning. When this knowledge is aggregated to an organizational level, it contributes to resilience.
Originality/value
As organizational resilience grows in attention and importance; it is necessary to investigate similarities and conceptual domain overlap. This study contributes to this need and identifies what can be implemented in learning strategies for organizations’ resilience capacity.
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Dominicus Wahyu Pradana and Dian Ekowati
The purpose of this paper is to systematically review the resilience literature to integrate the fragmented views and provide a more comprehensive understanding. This study aims…
Abstract
Purpose
The purpose of this paper is to systematically review the resilience literature to integrate the fragmented views and provide a more comprehensive understanding. This study aims to fill the gaps in the literature by discussing scientific contributions and highlighting the main issues in previous research findings regarding the definitions, dimensions and concepts that make up organizational resilience. This research highlights organizational resilience from a capabilities perspective.
Design/methodology/approach
This paper uses the systematic literature review method by searching all previous studies studying organizational resilience from 2014 to 2023. In total, there are 28 articles reviewed from the Scopus database.
Findings
This study found that resilience is a complex concept and has many definitions and dimensions. This study also conceptualizes organizational capability with a pyramid, which illustrates the basic framework of the six stages of the resilience process and hierarchically forms organizational resilience.
Research limitations/implications
First, the keyword search strings on the repository database are currently limited to a few keywords. Need to broaden the range of keywords so as to produce a more comprehensive review. Second, the exclusion of books, book chapters and conference papers limits research findings and results. These sources are likely to enrich resilience development from various perspectives. Even though Scopus is the largest repository database, the research findings are not yet fully generalizable. Future researchers can add data from WoS, Ebsco or other databases. Literature obtained from various databases that can provide broader results.
Practical implications
The practical implications of this study are to provide a basis for managers in making decisions for organizational sustainability. Managers can consider each stage in the resilience capability pyramid as a reference for making strategic plans and relational orientation toward organizational members.
Originality/value
This research provides a hierarchical perspective on organizational resilience capabilities. For academics and practitioners, this study provides a critical and comprehensive systematization of the limited academic literature on resilience. This study also offers opportunities for further research to overcome the limitations of empirical testing of resilience capability construction using various theories and methodologies.
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Girish Prayag, Lucie K. Ozanne and Mesbahuddin Chowdhury
Grounded in dynamic capabilities theory, this study aims to examine how dynamic capabilities and a transactive memory system (TMS) can build the resilience of service…
Abstract
Purpose
Grounded in dynamic capabilities theory, this study aims to examine how dynamic capabilities and a transactive memory system (TMS) can build the resilience of service organizations and improve their financial performance. Limited studies examine the link between a TMS and organizational resilience.
Design/methodology/approach
The authors test a theoretical model on a sample of 350 UK service firms that were impacted by the COVID-19 pandemic and analyze the data using partial least square structural equation modeling.
Findings
Results highlight the positive effects of a TMS and dynamic capabilities on organizational resilience. Only a TMS and organizational resilience have direct positive effects on financial performance.
Originality/value
To the best of the authors’ knowledge, this is the first study to ascertain the influence of a TMS on organizational resilience in service firms following adversity.
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Drawing on social capital theory, this study aims to explore the effect of corporate social responsibility (CSR) on organizational resilience. The research investigates the…
Abstract
Purpose
Drawing on social capital theory, this study aims to explore the effect of corporate social responsibility (CSR) on organizational resilience. The research investigates the mediating role of relationship quality in the association of CSR with organizational resilience, and the moderating role of data-driven culture in the association between CSR and relationship quality.
Design/methodology/approach
Data were collected from Chinese agricultural firms with a sample of 241 senior or middle executives and structural equation modeling was used to test the research model and hypotheses.
Findings
The results indicate that CSR positively affects the relationship quality between agribusinesses and farmers, which in turn positively affects both proactive resilience and reactive resilience. Relationship quality has a partial mediating role in the association of CSR with proactive resilience and reactive resilience. Data-driven culture has a positive moderating effect on the relationship between CSR and relationship quality.
Originality/value
By arguing for CSR toward organizational resilience and analyzing its underlying mechanism, this study enriches the literature on CSR and organizational resilience and expands the existing knowledge on the roles of relationship quality and data-driven culture. This study also provides practical insights into how to improve organizational resilience.
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Aziz Wakibi, Joseph Ntayi, Isaac Nkote, Sulait Tumwine, Isa Nsereko and Muhammad Ngoma
The purpose of this study is to explore the interplay among self-organization, networks and sustainable innovations within microfinance institutions (MFIs) and to examine the…
Abstract
Purpose
The purpose of this study is to explore the interplay among self-organization, networks and sustainable innovations within microfinance institutions (MFIs) and to examine the extent to which organizational resilience plays a significant role in shaping these dynamics as a mediator.
Design/methodology/approach
This paper adopted a cross-sectional research design combined with analytical and descriptive approach to collect the data. Smart partial least squares structural equation modeling (PLS-SEM) was used to construct the measurement model and structural equation model to test the mediating effect under this study.
Findings
The results revealed that organizational resilience is a significant mediator in the relationship between self-organization, networks and sustainable innovations among microfinance institutions in Uganda.
Research limitations/implications
The data for this study were collected only from microfinance institutions in Uganda. Future studies may collect data from other formal financial institutions like commercial banks and credit institutions to test the mediating effect of organizational resilience. More still, the study adopted only a single approach of using a questionnaire. However, future research through interviews may be desirable. Likewise this study was cross-sectional in nature. Therefore, a longitudinal study may be useful in future while investigating the mediating role of organizational resilience traversing over a long time frame.
Practical implications
A possible implication is that microfinance institutions which desire to have sustainable innovative solutions for their business operations in disruptive circumstances may need to scrutinize their capacity to be resilient and self-organize.
Social implications
Microfinance institutions play a great role to the underserved clients. Thus, for each to re-organize to be able to provide services that meet users’ needs, without physical products so as to ensure long-term financial and social welfare combined with the ability to bounce back and adapt in times of economic downturn to avoid mission adrift.
Originality/value
While most studies have been carried out on organizational resilience, this paper takes center stage and is the first to test the mediating role of organizational resilience in the relationship between self-organization, networks and sustainable innovations, especially in microfinance institutions in Uganda. This paper generates strong evidence and contributes to the powerful influence of organizational resilience in enhancing the level of sustainable innovations based on self-organization and networks.
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This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education…
Abstract
This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.
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Eleftherios Thalassinos, Marta Kadłubek and Diego Norena-Chavez
The purpose of the chapter is to identify the fundamental characteristics of organisational resilience in management science with particular emphasis on selected approaches to the…
Abstract
The purpose of the chapter is to identify the fundamental characteristics of organisational resilience in management science with particular emphasis on selected approaches to the concept of resilience and organisational resilience in management, development of the definition of organisational resilience, comparison of the definitions of the concept of organisational resilience according to the adopted features, location of the defined features of organisational resilience in the planning perspective of the organisation and application of the concept of resilience to entrepreneurs, enterprises, and their strategies. Understanding resilience differs between disciplines and research contexts. In the management theory, the perception of resilience and organisational resilience is broadly diversified, which implies a niche for discussing their crucial pivot, which will be addressed in this chapter. A systematic literature review was conducted as well as a critical analysis of literature sources, as a result of which relevant significant foundation of organisational resilience area within the theory of management was determined. Analysed directions significantly indicate the importance of organisational resilience in management, enriching its heritage in accordance with current scientific discoveries. Entrepreneurs can use the selection of the theoretical foundation of organisational resilience as an indication of the management areas that may be developed to search for organisational excellence.
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Thea Paeffgen, Tine Lehmann and Mareike Feseker
The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more…
Abstract
Purpose
The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more crises, thus this paper aims at identifying key topics around organizational resilience in COVID-19 times, differentiating them of pre-crisis literature and synthesizing them into a research framework.
Design/methodology/approach
Based on Web of Science and Scopus, the authors analysed the content of the only twenty-seven VHB-ranked primary studies discussing organizational resilience during COVID-19, providing a complete survey of this research area.
Findings
Following a content analysis, the authors identified main topics of interest for researchers at the moment of COVID-19, how it differed from before this adversity and provide an outlook on future research. The results presented include in the COVID-19 context: an adapted definition of organizational resilience, key theoretical framework, insights for future research. Some topics have been found to be increasingly more important during COVID-19 (i.e. digitalization, partnerships and learning) while others have been less explored although present in pre-COVID-19 research on organizational resilience (i.e. dynamic capabilities, anticipation and preparedness).
Originality/value
Understanding key issues in global disruptions could help practitioners in fostering resilience as much as researchers in identifying new ways to advance and maintain resilience. This paper differs from other reviews by providing a full text analysis, based on qualitative content analysis, of all ranked published papers in the considered period.
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Anna Zabłocka-Kluczka and Anna Katarzyna Sałamacha
The role of brand management in contemporary organizations is very important and consistently growing due to the increasingly difficult competitive conditions on the market…
Abstract
Purpose
The role of brand management in contemporary organizations is very important and consistently growing due to the increasingly difficult competitive conditions on the market. Moreover, the significance of organizational resilience in this process should be noticed, especially in the times of emerging crises. In this context, the purpose of this article is to examine the mediating role of organizational resilience in the relation between brand performance and organizational performance.
Design/methodology/approach
In order to verify the potential relations, empirical studies were conducted in 268 organizations located in Poland. The CAWI method was used in this research, while the companies were selected on the basis of the purposive manner. The reliability of the scales used in the survey was tested and afterwards the mediation model was built, confirming the presumed relationships between the variables. The calculations were made using the PS Imago Pro and Process macro for SPSS ver. 3.4 by Andrew F. Hayes.
Findings
It has been proven that organization's resilience partially mediates the relationship of brand performance and organizational performance.
Research limitations/implications
First of all, the scope of the research covered only Poland, and the obtained results may differ between countries with diversified market characteristics. Second of all, the study was not carried out in a representative manner, it concerned 268 companies that were selected based on the purposive method. Third of all, consideration focused only on one feature – organizational resilience. It would be valuable to include other features to discussion. Finally, the research was conducted in December 2019, so it seems justified to repeat the survey in conditions of modern reality.
Originality/value
This study is the first that showed the relationship between brand performance and organizational resilience and its meaning for organizational performance.
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Veronica Mukyala and Rehema Namono
Resilience has been emphasised by researchers as a probable framework for overcoming challenging circumstances and fostering organisational innovation. Universities have had to…
Abstract
Purpose
Resilience has been emphasised by researchers as a probable framework for overcoming challenging circumstances and fostering organisational innovation. Universities have had to shift to a blended learning system which includes online learning. Prior scholars have studied resilience as a reactive aspect which focuses on organisation's ability to bounce back from a downfall. This study aims to establish the antecedent role of resilience capacity which is a proactive ability to preparedly respond to a downfall.
Design/methodology/approach
The research adopts an explanatory study design to establish the hypothesised antecedent role of organisational resilience capacity in enhancing organisational innovation. Drawing a sample from Ugandan Universities, hierarchical regression was used to test the role of organisational resilience capacity on organisational innovation. The study also tested the influence of organisational characteristics of ownership, age and size on innovation.
Findings
The study findings show that the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) significantly enhance organisational innovation. The findings further reveal that ownership has a significant effect on innovation. The results show that organisational size and age do not influence innovation.
Practical implications
The study's conclusions help contemporary managers decide how to set up numerous strategic initiatives to activate organisational resilience towards innovation. To deal with disruption, organisations should use dependable innovation systems and best practices in a robust and adaptable way. Organisational managers ought to integrate the doctrines of resilience into various organisational activities such as training and development and simulation activities, so that organisational managers learn resilience skills to deal with environmental changes.
Originality/value
This research shows how the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) influence innovativeness since most studies have been directed to the aspect of resilience (which only focuses on ability to recover from a downfall) as opposed to resilience capacity that relates to the ability of an organisation to successfully absorb disruptive events that may endanger organisation survival, develop situation-specific remedies and eventually evolve in transformative activities. The study further intensively extends the body of knowledge by delving deeper into establishing the influence of the individual dimensions of resilience capacity on innovation.
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