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How internal transparency impacts organizational resilience

Mohammed Al Balushi (The University of Edinburgh, Edinburgh, UK)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 5 November 2020

Issue publication date: 6 April 2021




Research on transparency has been concerned mainly with external transparency, leaving internal transparency understudied. In particular, there is a lack of empirical research on the relationship between internal transparency and organizational resilience. This paper aims at investigating how internal transparency impacts organizational resilience in a public entity. It also examines how (quality) management systems impact internal transparency, and thus organizational resilience.


The research is based on semi-structured interviews covering the relevant topics. A total of 32 interviews were undertaken between January and May 2018.


The findings indicate that internal transparency contributes to better preparedness to adverse conditions by enhancing the ability to cumulate, locate and share knowledge. Similarly, management systems improve internal transparency through the enhancement of communication flow, use of indicators and accretion of a database.


The paper is the first, as evident from the literature review, to investigate how internal transparency impacts organizational resilience. Hence, it sheds light on a very important aspect of the effective management of quality, risk and reliability. It is also one of the first papers to examine the mediating role of (quality) management systems in organizational resilience.



The author would like to thank the editor and two anonymous peer reviewers for their insightful and constructive comments. Thanks also go to Prof. Jake Ansell and Dr. Ian Graham of The University of Edinburgh Business School for the great and invaluable lessons I gained from them.


Al Balushi, M. (2021), "How internal transparency impacts organizational resilience", International Journal of Quality & Reliability Management, Vol. 38 No. 5, pp. 1246-1263.



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