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Challenges for organisational resilience

Kevin John Burnard (Ancell School of Business, Western Connecticut State University, Danbury, Connecticut, USA)
Ran Bhamra (Wolfson School of Mechanical, Electrical and Manufacturing Engineering, Loughborough University, Loughborough, UK)

Continuity & Resilience Review

ISSN: 2516-7502

Article publication date: 20 June 2019

Issue publication date: 6 September 2019

1143

Abstract

Purpose

The purpose of this paper is to outline the complex challenges organisations must address in order to respond and recover from disruptive events, and highlight the important perspectives within the growing narrative of resilience, from and operations and strategic management perspective.

Design/methodology/approach

Using an approach that involves the critique of relevant and latest literature, this paper looks to identify the challenges in developing resilience at an organisational level.

Findings

The outcome of this paper establishes a set of propositions to guide the development of organisational-level resilience as well as future research. These propositions highlight the features of both active and passive resilience, and identify key considerations for organisations.

Originality/value

These propositions highlight the features of both active and passive resilience, and identify key considerations for organisations. Through recognising these propositions, organisations may be better placed to address the impacts of disruptive events.

Keywords

Citation

Burnard, K.J. and Bhamra, R. (2019), "Challenges for organisational resilience", Continuity & Resilience Review, Vol. 1 No. 1, pp. 17-25. https://doi.org/10.1108/CRR-01-2019-0008

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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