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This 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.

The 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.

The 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.

This 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.

Bounce-back effect of stock market returns has been found empirically using different approaches. However, few paper explains the underlying mechanism. The paper aims to discuss these issues.

This paper fills this gap and provides an explanation for bounce-back effect in stock market.

This paper contributes to the literature in threefold. The authors contribute a formal economic model to rationalize the bounce-back effect of stock market returns. It is based on a model of stock return with volatility feedback under the assumption of Markov-Switching market volatility.

The authors use the general Markov-Switching bounce-back model, developed by Bec et al. (2015), to provide empirical evidence for the existence of bounce-back effect in stock market. The empirical result shows “W” shape of bounce-back effect, which is exactly the same as predicted by the economic theoretical model. Finally, the authors propose an alternative approach to estimate the magnitude of volatility feedback and the marginal effect on the expected return of an anticipated high variance regime.

This study aims to investigate the impact of experience product portal page aesthetics on bounce rate.

This research collected data from an online shop selling original design furniture on Taobao.com. It employed deep learning algorithm and manual coding to operationalize image and text aesthetics.

The empirical results indicate that text aesthetics has a U-shaped relationship with bounce rate, whereas the relationship between image aesthetics and bounce rate is insignificant. Moreover, the U-shaped relationship between text aesthetics and bounce rate is weakened by image aesthetics.

This study addresses an important but understudied topic – the bounce rate of experience products in the context of e-commerce. Although the high bounce rate has increasingly gained attention from practitioners, there remains a scarcity of research that addresses the effect of product portal page aesthetics in the specific context of experience products. The authors theorize product portal page aesthetics as the design elements of an e-commerce website and deeply analyzed the role of product portal page aesthetics by classifying it into text aesthetics and image aesthetics. The authors’ findings provide implications for online sellers and platforms to effectively design product profile pages to reduce the bounce rate.

“Bouncing ideas” is a phrase used colloquially to illustrate a way of advancing ideas in the workplace. While described by some as a key part of their information work, it has remained largely unexplored in the information science literature. As a metaphor used to depict information work, it describes a process of working on ideas in conjunction with others. This paper examines how early career academics use the term when describing their academic work.

This paper reports on one of the findings from a larger, in-depth study that examined the information behaviour of early career academics undergoing career transitions, which was carried out using constructivist grounded theory (CGT). CGT provides both a framework for the systematic collection (that included multiple interviews and check-ins with 20 early career academics) and analysis of the data (that consisted of multiple rounds of iterative, inductive coding).

The findings identify the component parts of bouncing ideas, which include three component in-formation activities – information seeking, information sharing and information creation – and are undertaken as cooperative information work (joint work for a shared purpose, but the benefits of the work may not be equal between participants).

Bouncing ideas is proposed as a complex information practice, defined as engaging in a temporary cooperative effort that involves social information exchange in order to gain help and/or support for an intellectual endeavour to create new information. The work identifies that more research into bouncing ideas is needed to more fully explore the distinct component behaviours that take place whilst bouncing ideas and the social conditions that foster this collaborative exchange.

The learning outcome of this case study is to help students identify issues of the electric two-wheeler industry in India, revisiting conventional business models and transitioning toward sustainable business models. Eventually, this case study will enhance students’ analytical, qualitative analysis, multidisciplinary approach and strategic decision-making skills.

This case study can be used to discuss Michael Porter’s five forces model, TOWS matrix and Michael Porter’s generic strategies for competitive advantage.

Bounce was established in 2014 by Vivekananda Halkere, Anil G. and Varun Agni. The startup was an on-demand service provider of scooters. It also claimed to be the world’s fastest-growing scooter rental startup. As of March 2020, Bounce operated in 12 Indian cities, namely, Bengaluru, Jaipur, Hassan, Kolar, Mysore, Bhuj, Udaipur, Belgavi, Hyderabad, Ahmadabad, Hampi and Delhi. Bounce’s revenue grew to INR 1,000m in the fiscal year (FY) 2020 compared to INR 160m in FY 2019. Halkere was happy and proud of what his friends and he had achieved in the past two years. However, he was concerned about competition. What plan of action was needed to help thwart competition. What would be the best strategy to achieve growth and monetize operations? and How would Bounce address these major challenges to capture market share?

This case study can be taught in advanced undergraduate, MBA or executive-level programs dealing with strategic management. This case study helps students in dealing with issues pertaining to a given market sector where a firm is operating and the strategies to thwart competition.

Teaching notes are available for educators only.

CSS11: Strategy.

The purpose of this paper is to show that the droplet impact phenomenon is important for the advancement of industrial technologies in many fields such as spray cooling and ink jet printing. Droplet bouncing on the nonwetting surfaces is a special phenomenon in the impact process which has attracted lots of attention.

In this work, the authors fabricated two kinds of representative nonwetting surfaces including superhydrophobic surfaces (SHS) and a slippery liquid-infused porous surface (SLIPS) with advanced UV laser processing.

The droplet bouncing behavior on the two kinds of nonwetting surfaces were compared in the experiments. The results indicate that the increasing Weber number enlarges the maximum droplet spreading diameter and raises the droplet bounce height but has no effect on contact time.

In addition, the authors find that the topological SHS and SLIPS with the laser-processed microwedge groove array produce asymmetric droplet bouncing with opposite offset direction. Microdroplets can be continuously transported without any additional driving force on such a topological SLIPS. The promising method for manipulating droplets has potential applications for the droplet-based microfluidic platforms.

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.

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.

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.

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.

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).

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.

The unexpected outbreak of COVID-19 has expedited the trend toward online education. To facilitate undisruptive learning, EdTech companies are continuously working on providing solutions to restore teaching and learning practices. This has caused a significant behavioral shift of the investors in the EdTech market. This study aims to analyze the effects of Web Market Traffic on the increased number of investors funding an EdTech Company in the market.

By drawing on the multi-method web analytics approach, this study analyses the nexus between Web Market Traffic and Investor's Behavior in the US and India, proving the hypothesized relationship in the proposed Model using a data sample of 300 EdTech Players.

There is a significant difference between the investor's behavior in India and the US. This study shows that the investors in the US are more inclined towards investing in EdTech companies in comparison to India. The Results demonstrate that monthly visits of consumers and the number of acquisitions by players positively affect the investor's behavior, while bounce rates take a toll on the number of investors.

This Study suggests that EdTech investors in the US and India should harness Web Traffic to capture the EdTech market. Further, this study offers practical implications that EdTech players can use to attract potential investors and increase brand visibility by improving web market traffic parameters.

This paper's original contribution is to empirically shed light on the effects of web market traffic on the investor's behavior. The study emphasizes the quintessentiality of managing the bounce rates and monthly visits for an EdTech market to attract more investors and capital inflow that enhance brand visibility. The study found that the investors behave distinctly in the developed and emerging markets in the US and India.

The purpose of this paper is to examine competing assumptions about the nature of resilience and selects those most appropriate for an entrepreneurial context. Assumptions are integrated into a theoretical framework highlighting how different threats require different resilience responses. Overall organizational resilience results from a portfolio of resilience capabilities.

Akin to theoretical sampling, the authors identify various theoretical insights about resilience across three disciplines of psychology, ecology and engineering. The authors use these insights to distill competing assumptions about what resilience is and evaluate those most appropriate for entrepreneurial contexts. Existing resilience literature in organization science is critiqued in terms of underlying assumptions and an alternative theoretical framework proposed based on more robust assumptions.

Other disciplines point to resilience being a process that differs for different threats and as either bouncing back, absorbing shocks or bouncing forward. When imported into entrepreneurship these characteristics lead to a conceptualization of resilience as being enacted through a capability portfolio. A routine-based capability response is preferred when threats are familiar, simple, not severe and frequent, following minimal disorganization and where resource slack is available. In contrast, heuristics-based capabilities are preferred when threats are unfamiliar, complex, severe and infrequent, following serious disorganization and where resource slack is unavailable. An absorption threshold point identifies when organizations need to switch from routine-based to heuristics-based resilience capabilities.

Building resilience across a range of adverse situations requires firms to develop a portfolio of resilience capabilities. Firms must learn to match the capability required for the specific threat profile faced. This includes a mix of routinized responses for returning to stability but also more flexible, heuristics-based responses for strategic reconfiguration.

The paper undertakes a first of its kind cross-disciplinary conceptual analysis at the level of identifying competing assumptions about the nature of resilience. These assumptions are found to be somewhat unconscious among organization researchers, limiting the conceptual development of resilience in entrepreneurship. The authors contribute a theoretical framework based on explicit and robust assumptions, enabling the field to advance conceptually.

To confront the increasingly devastating impacts of disasters and the challenges that climate change is posing to disaster risk management (DRM) there is an imperative to further develop DRM. The resilience approach is emerging as one way to do this, and in the last decade has been strongly introduced into the policy arena, although it is not new for DRM practitioners and researchers. Nevertheless, resilience is a highly contested issue, and there is no agreed definition of it, which has resulted in confusion for stakeholders when applying it to practice. Therefore, the purpose of this paper is to investigate how resilience is framed by researchers and DRM practitioners.

The analytical framework used was Hajer's “social-interactive discourse theory”, combined with analysis of government documents, in-depth interviews with practitioners and observation of field and practices within the context of the Natural Disaster Resilience Program in Queensland, Australia.

One of the key findings is that the idea of “bouncing back” is central to the resilience discourse but different interpretations of this idea results in real-world implications. Three different ways (storylines) in which practitioners construct the meaning of disaster resilience emerge from this study. Importantly the divergences between these storylines reveal possibilities for reframing to occur and these could lead to different policy options and practices.

The results presented in this paper offer empirical evidence on how resilience is understood on the ground, contributing to extending resilience theory and informing DRM and resilience practice.