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The purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.

A survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.

From the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project teams can thus learn from the practice of HRO teams.

To the authors’ knowledge, HRO-thinking has not been applied to team behaviour in innovation management. A fruitful transfer of insights from the domain of safety and crisis management seems applicable to the domain of innovation.

This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)?

A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB.

Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB.

The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes.

HRO principles are applicable by non-HROs. These require investments in organisational learning.

HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.

This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses.

Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience.

The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research.

Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience.

The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on how components of innovation resilience behavior (IRB) such as team psychological safety can be applied to solving innovation project problems. Adopting a mindful infrastructure that supports IRB can reduce the occurrence of errors by curating an experimental working culture where mistakes are viewed as a positive source of learning, rather than as negative personal failures.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to examine the impact of environmental scanning (ES) on competitive advantage (CA) through the mediation of organizational resilience dimensions within manufacturing small and medium-sized enterprises (SMEs) in Egypt.

This study adopts a cross-sectional design to collect data. This study used a self-administered questionnaire to collect data from a sample of 249 Egyptian SMEs. This study employed the Smart partial least square structural equation modeling technique to test the hypotheses.

ES positively affects CA both directly and indirectly through the mediation of organizational resilience dimensions, namely, robustness and agility. However, ES does not affect integrity; therefore, integrity does not mediate the ES–CA relationship. These results indicate that organizational resilience partially mediates the relationship between ES and CA.

The sample size was small, covering only Egyptian manufacturing SMEs. The results may be different in the service sector and other countries. The study was cross-sectional which could not trace the long-term effects of ES and organizational resilience on CA. Therefore, a longitudinal study should be conducted, based on resource availability.

Managers in Egyptian SMEs should scan their environments to build organizational resilience and, in turn, enhance their CA.

To the best of the authors’ knowledge, this research is among the first endeavors to investigate the role of ES in building CA through organizational resilience in the context of Egyptian SMEs.

Small- and medium-sized enterprises (SMEs) mainly rely on their structure and internal networks to achieve their goals and remain competitive. However, their limited internal capabilities and complex environments can hinder their stability. Thus, this study evaluated the relationships among specific factors toward fostering organizational resilience (OR) in tourism SMEs.

A multi-methodological approach was adopted to address this research study, including (1) social network analysis (SNA) to formulate the conceptual model and (2) construct validation through partial least squares path modeling (PLS-PM).

The six proposed hypotheses were supported. These results suggest that addressing these variables and relationships after considering management style and people development as critical factors can foster OR in tourism SMEs.

The ideas that were developed were constrained to the organizational domain. Although the results apply to the Mexican context, this limitation can be offset by extending the proposal to other emergent regions or organizations. This can also increase the generalization of the results and foster improvements in the approaches applied.

Academics and managers must rethink resilience as the final state generated by multiple factors. This requires reconfiguring inner organizational interactions, providing more autonomy to operative units, reinforcing business intelligence and improving feedback mechanisms.

This research study contrasts previous studies because it proposes that SNA be exploited to avail of the advantages it confers in designing the conceptual model. In this regard, we present new relationships to promote OR and provide new avenues in order to improve the analysis of adaptation processes.

This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator.

Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling.

The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB.

The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits.

By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects.

This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more inclusive concept and future research agenda developed.

This conceptual paper uses the literature review method to analyze and categorize current research on organizational resilience, and then based on the analysis of existing organizational resilience studies, this paper proposes an integrated model for a more inclusive and integrated concept of organizational resilience with refined future research directions.

A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience have largely focused on isolated dimensions by treating organizational resilience as a state rather than a dynamic capability. This paper proposes that an integrated concept of organizational resilience consists of three dimensions including cognitive, behavioral and contextual resilience, and this dynamic capability should be examined from three different levels, including individual, group and organizational levels to better conceptualize organizational resilience and for better applicability in management practice.

The past decades have seen increasing interests in organizational resilience both from academic scholars and from management practitioners. However, research on this emerging field remains fragmented, and there is little consensus on the conceptualization of organizational resilience. This study contributes to the literature by thoroughly examining current research on organizational resilience and proposes an integrated dynamic model to study organizational resilience.

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level of organizational resilience of academics with and without the mediating effect of a multi-stakeholder network.

The authors used a comprehensive count sampling in which every academic was handed a questionnaire form to fill. This led to a decrease in the likelihood of research bias. In total, the authors distributed 960 questionnaire forms and collected 576 completed questionnaires, which is almost more than 60% of the total population. The authors used structural equation to determine the effect of OL on academics’ level of organizational resilience. The same equation was later used to assess the mediating role of the multi-stakeholder network on the aforementioned relationship.

The findings highlight a statistically significant influence of OL on academics’ level of organizational resilience. Moreover, the results revealed the significant role of the multi-stakeholder network in mediating the relationship between OL and organizational resilience.

This paper contributes by filling a gap in human resource management and organization literature in the higher education sector, in which empirical studies on the relationship between OL, multi-stakeholder networks and organizational resilience have been limited until now.