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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.

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.

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).

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.

This paper aims to provide an examination of the use of the concept of resilience and its use in service organisation, ecosystem-related literature and the wider social sciences.

This paper provides a critical review and commentary on the resilience literature in the social and business sciences and its relevance to service organisations.

Two main approaches towards resilience are identified (engineering and socio-ecological resilience) with each having different assumptions about the nature of resilience with corresponding implications for policymaking, indicator selection and application in a service context. These approaches operate at different scales and possess different properties with respect to the likelihood of enacting transformative service marketing.

Different conceptualisations of resilience have profound implications for resilience-related policymaking as well as understanding change and adaptation in service ecosystems and organisations.

The transformative possibilities of resilience are connected to the active enhancement and construction of social capacity by service organisations and the persistent resilience of the resilience concept.

This paper highlights the importance of clearly defining the resilience concept and its implications for research and transformative service organisations.

Amidst unpredictable and turbulent periods, such as the COVID-19 pandemic, service organization’s responses are required to be innovative, adaptable and resilient. The purpose of this study is to explore the utilization of both reconfiguration and transformational strategies as instruments for cultivating resilience and advancing sustainability in service organizations.

The study examines a proposed resilience model using fuzzy logic. The research also used a semantic differential scale to capture nuanced and intricate attitudes. Finally, to augment the validity of the resilience model, a measurement scale was formulated using business mathematics and expert opinions.

Although investing in resilience training can help organizations gain control and maintain their operations in times of crisis, it may not directly help service organizations understand the external turmoil, seek available resources or create adaptive remedies. Conversely, high levels of reconfiguration and transformation management vigour empower a service organization’s revolutionary, malleable vision, organizational structure and decision-making processes, welcoming talented and innovative employees to enhance capabilities during crises.

The resilience model bestows a comprehensive understanding of the pertinence of building resilience for service organizations identifying the antecedents that influence the adoption of these strategies and introduces a range of theoretical perspectives that empowers service organizations to conceptualize and plan for building resilience. The research guides service organizations to become more resilient to external shocks and adapt to changing circumstances by diversifying their offerings, optimizing their resources and adopting flexible work arrangements. The study elaborates on the enhancement of resilience, increasing innovation, improving efficiency and enhancing customer satisfaction for service organizations to remain competitive and contribute to positive social and economic outcomes through the adoption of both reconfiguration and transformational strategies.

The study also guides the service organizations to become more resilient to external shocks and adapt to changing circumstances by diversifying their offerings, optimizing their resources and adopting flexible work arrangements. Rapid innovation and business model innovation are essential components, enabling service organizations to foster a culture of innovation and remain competitive. In addition, the adoption can lead to improved financial performance, job creation and economic growth, contributing to positive social and economic impacts.

The resilience model bestows a comprehensive understanding of the pertinence of building resilience for service organizations. It identifies the antecedents that influence the adoption of these strategies and introduces a range of theoretical perspectives that empowers service organizations to conceptualize and plan for building resilience. The research also provides a foundation for further investigation into the effectiveness of these strategies and their impact on organizational performance and sustainability. By better preparing service organizations for disruptions and uncertainties, this research triggers ameliorated organizational performance and sustainability.

Within the realm of the service industry, the present investigation has undertaken the development, quantification and scrutiny of both resilience and tenacity. In addition, it has delved into the intricate dynamics surrounding the influencing factors and antecedents that bear upon resilience, elucidating their consequential impact on the operational performance and outlook of service-oriented organizations. The findings derived from this research furnish valuable insights germane to enhancing operational efficacy and surmounting impediments within the sector.

The purpose of this article is to discuss how the mastery of resilience in operations and supply chains plays a significant role in the transition to a more sustainable future. Furthermore, it is supposed to propose avenues for future research on operational and supply chain resilience, interacting with the sustainability literature in our field.

A conceptual review of resilience and sustainability themes within operations and supply chain management research is conducted. Reflections on the topic are informed by relevant literature published over the last decade.

The major conceptual contributions are threefold: (1) This article elaborates on the understanding of operational resilience and supply chain resilience concepts and reviews their respective primary research streams. (2) It proposes resilience as the missing element in the pursuit of excellence in organizations that want to contribute to a more sustainable future. (3) The article offers a research framework that provides a future research agenda at the intersection of resilience and sustainability in operations and supply chain management research.

The article highlights gaps in current research and illustrates further areas of research that need to be addressed to maximize the contribution of operations and supply chain management research in supporting practitioners to achieve a more sustainable future.

In this final chapter, we explore the ever-evolving 21st century landscape where ethics drive community development toward resilience and progress. Drawing inspiration from the subheadings mapping our journey, we traverse international case studies spanning Canada, Brazil, Sweden, Kenya, China, Australia, Antarctica, and India. Through these global insights, we uncover the impacts of dynamic forces on communities worldwide, navigating ethical dilemmas and opportunities. We present strategies tailored to diverse continent-specific needs, explore inclusive governance models, and highlight the transformative power of ethical engagement. This journey underscores the vital role of resilience and concludes with a global call to embrace ethical approaches for inclusive community development and a sustainable future.

This editorial introduces a special issue of the Journal of Services Marketing, dedicated to the concept of resilience in the services sector. This editorial aims to identify how service organizations, networks and systems are resilient in the face of or wake of marketplace disruptions.

Drawing on available literature in service research, the authors illustrate how service scholars can better understand the processes, relationships and outcomes that are a crucial part of resilience in service organizations.

This editorial presents a theoretical framework illustrating interactive, linked and interdependent resource-based resilience practices that enable service organizations and individuals to develop and grow resilience. The special issue papers identified six themes to guide future research: conceptual complexity and challenges of operationalization; culture, context and resilience; antecedents to resilience and outcomes; resilience and the complex world of artificial intelligence and technology; value co-creation; and service ecosystems.

This editorial presents service researchers with an overview of research examining the concept of resilience. It also demonstrates diversity in how the concept is defined and operationalized. Our theoretical framework illustrates a new way of conceptualizing service resilience by identifying three resource-based resilience practices in an increasingly ambiguous, dynamic and complex service world. Together these underpin the six themes for further research.

This paper examines how key actors in the UK food system (FS) understand the role of the local food sector in relation to FS resilience.

Discourse analysis was used to assess and compare the framings of the UK FS in 36 publications released during Covid-19 from alternative food networks (AFNs) actors and from other more mainstream FS actors, including the UK government.

The analysis shows that AFNs actors perceive the UK FS as not resilient and identify local FSs as a route towards greater resilience (“systemic” framing). In contrast, other food actors perceive the UK FS as already resilient, with the role of local food limited to specific functions within the existing system (“add-on” framing). The two groups converge on the importance of dynamic public procurement and local abattoir provision, but this convergence does not undermine the fundamental divergence in the understanding of the role of “the local” in resilient UK FSs. The local food sector’s messages appear to have gone largely unheard in mainstream policy.

The paper presents an analysis of public sector reports focused on the UK FS released during the Covid-19 pandemic years 2020–2021. The corpus inclusion criteria mean that publications during this period which focus on other food sector issues, such social injustices, climate change and health, were not included in the analysis, although they may have touched upon local food issues. The authors further recognise that Covid-19 had a longer lasting effect on FSs than the years 2020–2021, and that many other publications on FSs have been published since. The time span chosen targets the time at which FSs were most disrupted and therefore aims to capture emerging issues and solutions for the UK FS. The authors’ insights should be further validated through a more complete review of both public reports and academic papers covering a wider base of food-related issues and sectors as well as a broader timespan.

A comparison of how different FS actors understand the importance of local food, especially in relation to resilience, has not been undertaken to date. The findings raise important questions about the disconnect between AFN actors and other actors in the framing of resilience. Considering the need to ensure resilience of the UK FS, this study's findings raise important insights for UK food policy about the “local food blindspot” and for food movement actors wishing to progress their vision of transformative change.

The purpose of this study is to identify and prioritize capabilities and practices to ensure a resilient supply chain during an unexpected disruption. In addition, this study ranks maturity factors that influence the main capabilities identified.

This paper is conducted in three stages. First, capabilities and practices are extracted through a literature review. Second, capabilities and practices are ranked using the analytical hierarchical process method. Third, a gray technique for order preference by similarity to ideal solution method is used to rank maturity factors influencing capabilities.

The findings indicate that responsiveness, readiness, flexibility and adaptability are the most important capabilities for supply chain resilience. Also, commitment and communication are the highest maturity factors influencing resilience capabilities.

The findings provide a hierarchical vision of capabilities and practices for industries to increase resilience. Limitations of the paper are related to capabilities, practices and number of experts consulted.

This paper highlights the importance of high-maturity practices in resilience capability adoption. The findings of this study will encourage decisions-makers to increase maturity practices to build resilience against disruption.

The paper reveals that developing powerful capabilities, good practices and a high level of maturity improve supply chain resilience.

The COVID-19 pandemic has significantly affected service small- and medium-sized enterprises (SMEs), increasing the importance of understanding how these businesses can become more resilient and how service innovation can be an effective strategy to increase their adaptive capacity and survival. This study aims to examine the role of dynamic capabilities in service innovation as a factor explaining the resilience of SMEs in Puerto Rico and the Dominican Republic during the COVID-19 crisis and its impact on service innovation. Additionally, the authors assess whether service innovation has a significant impact on value cocreation in these businesses.

This study used a quantitative method by surveying 118 SME owners in Puerto Rico and the Dominican Republic. The data were analyzed using partial least-squares structural equation modeling.

The results reflect important theoretical contributions by analyzing resilience from an innovation perspective instead of a retrospective approach, which is an area that has not been analyzed in the literature. Additionally, theoretical contributions to marketing services in SMEs are discussed, which is an underresearched topic. The results advance by discussing the role of service innovation through the reconfiguration of resources and how this can be an effective strategy to increase value cocreation with customers during crises.

This study is original in that it analyzes resilience from the perspective of innovation, and not from a retrospective approach. It offers a vision in response to the need for studies that provide a clearer conceptualization of resilience in small businesses. This highlights the importance of considering regional differences and service innovation as effective strategies to enhance resilience and value cocreation with customers.

The purpose of this study is to examine how construction project managers’ conflict management styles (CMSs) affect project team resilience from the perspective of social identity theory.

This study adopted a cross-sectional survey design and collected paired data from 110 construction project managers and 474 employees in China. Based on the data collected, the authors tested the proposed hypotheses using hierarchical regression analysis.

The results show that a project manager’s cooperative CMS positively affects team resilience, and a project manager’s competitive and avoidant CMS negatively affects team resilience. Team followership plays a mediating role in this relationship. The team power distance moderates the effects of a project manager’s cooperative and avoidant CMSs on team followership.

This paper enriches the existing literature on conflict management in construction projects and have potential guiding significance and application value for team resilience management practices.