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Since the outbreak of the COVID-19 pandemic, most organizations have experienced a sudden and unprecedented drop in revenue and productivity. However, the pandemic did not exclusively negatively impact organizations; rather, it resulted in both negative and positive effects. To delve into the multi-level process through which organizational outcomes change from negative to positive indicators, this study focuses on organizational resilience as a theoretical concept to overcome pandemic-related turmoil.

The authors conducted a multi-level analysis based on grounded theory with a sample of 30 healthcare employees who worked in hospitals and were simultaneously enrolled in a part-time master of business administration (MBA) program at a university in the Midwest. Of the 30 participants, 21 were from a single university hospital (UH), and the remaining 9 participants were from other hospitals (non-UH).

The authors analyzed the data and incorporated three existing perspectives of organizational resilience (attribute, process and multi-level views) into an integrated model. The authors identified 25 first-order concepts and 8 second-order themes and categorized them into 4 aggregate dimensions at different unit levels: organizational field, leadership, operation and individual units.

A resilient hospital operates as a cohesive system, with entities at various levels – from individuals and teams to the broader organization – collaborating seamlessly to foster resilience. Top management team (TMT) should persistently communicate with employees to provide information about the current crisis and clear strategic directions to reduce employees' fear and prevent anomie stemming from future uncertainty. Managers should not only be concerned about employees' physical safety from infection and psychological safety from isolation but also encourage employees to elicit meaningfulness from their work. Furthermore, TMT and human resource (HR) teams should adapt human resource management (HRM) practices to allow for flexibility and optimism in employee roles.

In this study, the authors utilized a qualitative methodology with grounded theory in order to develop a comprehensive model that holds theoretical, methodological and practical significance. Theoretically, the authors' novelty lies in the synthesis of three distinct perspectives: attribute, process and multi-level. The authors merged these approaches into a unified model, identifying precursors of resilience at different levels. Methodologically, the authors focused on hospitals as target samples, which were the foremost and representative organizations severely confronting the crisis and turmoil brought by the pandemic. The authors documented organizations' experiences amidst the crisis as they unfolded in real time rather than in hindsight. This approach highlights the immediacy and significance of the authors' research in the realm of crisis management. Practically, the authors' findings illuminate that organizational resilience can be developed through a collaborative effort. It emerges from coordinated interactions across various organizational actors, from employees and middle managers to the TMT.

Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech initiatives is key to successful Industry 4.0 technology adoption, but few studies have examined the determinants of employee acceptance. This study, therefore, aims to explore how managers affect employees' acceptance of Industry 4.0 technology, and, in turn, Industry 4.0 technology adoption.

Rooted in the unified theory of acceptance and use of technology model and social exchange theory, this inductive research follows an in-depth comparative case study approach. The two studied Dutch manufacturing firms engaged in the adoption of Industry 4.0 technologies in their primary processes, including cyber-physical systems and augmented reality. A mix of qualitative methods was used, consisting of field visits and 14 semi-structured interviews with managers and frontline employees engaged in Industry 4.0 technology adoption.

The cross-case comparison introduces the manager's need to adopt a transformational leadership style for employees to accept Industry 4.0 technology adoption as an organisational-level factor that extends existing Industry 4.0 technology user acceptance theorising. Secondly, manager's and employee's recognition and serving of their own and others' emotions through emotional intelligence are proposed as an additional individual-level factor impacting employees' acceptance and use of Industry 4.0 technologies.

Synthesising these insights with those from the domain of Organisational Behaviour, propositions were derived from theorising the social aspects of effective Industry 4.0 technology adoption.

Both high reliability theory (HRT) and “new school” supply chain resilience (SCR) promote a multi-layered, adaptable, transformational, and holistic perspective on organizing and managing. The authors explore whether, and if so how, HRT offer fresh perspectives on the SCR challenges experienced during COVID-19 and on organizing for future resilience.

Addressing SCR at the interorganizational network level, and blending theory synthesis and case study research, the authors assess if and how HRN constructs and practices can guide analysis of SCR in dynamic, complex networks, and help shape development pathways towards organizing for resilience. Findings draw on thick description and iterative coding of data (58 interviews and 200+ documents) on the buyer network responsible for managing the supply of critical medical products in the Netherlands.

HRT highlights the interconnectedness of challenges encountered during COVID-19 and helps design future resilience through three lessons. Organizing for SCR requires (1) both anticipation and containment strategies, (2) stable working relationships characterized by trust, and (3) a clear basis of command underpinned by experience-based legitimacy.

Distinctive from SCR, which views crises as “black swans”, HRT organizes around everyday consideration of the risk of failure. Taking a buyer network perspective, the authors move beyond the buyer-supplier network focus in SCR. The authors contend that emphasis on measures such as supplier base management, stockpiling, and domestic production are essential but not sufficient. Rather, HRT implies that deep structural and social ties within the buyer network should also be emphasized.

This paper aims to review the information security governance (ISG) literature and emphasises the tensions that exist at the intersection of the rapidly changing business climate and the current body of knowledge on ISG.

The intention of the authors was to conduct a systematic literature review. However, owing to limited empirical papers in ISG research, this paper is more conceptually organised.

This paper shows that security has shifted from a narrow-focused isolated issue towards a strategic business issue with “from the basement to the boardroom” implications. The key takeaway is that protecting the organisation is important, but organizations must also develop strategies to ensure resilient businesses to take advantage of the opportunities that digitalization can bring.

The concept of DSG is a new research territory that addresses the limitations and gaps of traditional ISG approaches in a digital context. To this extent, organisational theories are suggested to help build knowledge that offers a deeper understanding than that provided by the too often used practical approaches in ISG research.

This paper supports practitioners and decision makers by providing a deeper understanding of how organisations and their security approaches are actually affected by digitalisation.

This paper helps individuals to understand that they have increasing rights with regard to privacy and security and a say in what parties they assign business to.

This paper makes a novel contribution to ISG research. To the authors’ knowledge, this is the first attempt to review and structure the ISG literature.

The purpose of this paper is to understand the nomological network of associations between collective mindfulness and big data analytics in fostering resilient humanitarian relief supply chains.

The authors conceptualize a research model grounded in literature and test the hypotheses using survey data collected from informants at humanitarian aid organizations in Africa and Europe.

The findings demonstrate that organizational mindfulness is key to enabling resilient humanitarian relief supply chains, as opposed to just big data analytics.

This is the first study to examine organizational mindfulness and big data analytics in the context of humanitarian relief supply chains.