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This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Although uncertainty has been identified as a key crisis characteristic and a multi-faceted construct essential to effective crisis management research and practice, only a few studies examined publics' perceived uncertainty with a focus on crisis severity uncertainty, leaving crisis responsibility uncertainty uninvestigated in organizational crisis settings.

To close this research gap empirically, this study employed data from an online survey of a total of 817 US adults to examine how participants' crisis responsibility uncertainty and their attribution-based crisis emotions might impact their crisis responses such as further crisis information seeking.

First, findings show that participants' crisis responsibility uncertainty was negatively associated with their attribution-independent (AI) crisis emotions (i.e. anxiety, fear, apprehension and sympathy) and external-attribution-dependent (EAD) crisis emotions (i.e. disgust, contempt, anger and sadness), but positively associated with internal-attribution-dependent (IAD) crisis emotions (i.e. guilt, embarrassment and shame). Second, crisis responsibility uncertainty and AI crisis emotions were positive predictors for participants' further crisis information seeking. Third, AI crisis emotions and IAD crisis emotions were parallel mediators for the relationship between participants' crisis responsibility uncertainty and their further crisis information seeking.

Organizations need to pay attention to the perceived uncertainty about crisis responsibility and attribution-based crisis emotions since they can impact the decision of seeking crisis information during an ongoing organizational crisis.

This study improves uncertainty management in organizational crisis communication research and practice, connecting crisis responsibility uncertainty, attribution-based crisis emotions and publics' crisis information seeking.

Reviews the inter‐organizational co‐operation that may be required during an emergency. Looks at the diverse cultures of diffferent organizations together with legislation and bureaucratic procedures that need to be considered in order for this process to take place. Reinforces the need to develop an exchange model of co‐ordination. Reviews number of salient findings regarding emergency services and suggests directions that may improve inter‐organizational relationships.

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

The purpose of this paper is to explore the contribution of organizational resilience to the capacity of companies to cope with the COVID-19 crisis in a real organizational context through an empirical study of 16 Tunisian companies affected by the crisis.

The authors adopt a qualitative study based on 16 semi-structured interviews to describe better the functioning of the processes of resilience in a real organizational context.

The real contribution consists in confirming a positive contribution of resilience to resistance in the face of the COVID-19 crisis in a Tunisian context through exceptional measures that have not previously been adopted by the companies concerned by this study.

The authors believe that they are the first to study the theme of resilience as a resistance mechanism in the face of the COVID-19 crisis in a Tunisian context. From this comes the originality of the research.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of the chapter is to identify the fundamental characteristics of organisational resilience in management science with particular emphasis on selected approaches to the concept of resilience and organisational resilience in management, development of the definition of organisational resilience, comparison of the definitions of the concept of organisational resilience according to the adopted features, location of the defined features of organisational resilience in the planning perspective of the organisation and application of the concept of resilience to entrepreneurs, enterprises, and their strategies. Understanding resilience differs between disciplines and research contexts. In the management theory, the perception of resilience and organisational resilience is broadly diversified, which implies a niche for discussing their crucial pivot, which will be addressed in this chapter. A systematic literature review was conducted as well as a critical analysis of literature sources, as a result of which relevant significant foundation of organisational resilience area within the theory of management was determined. Analysed directions significantly indicate the importance of organisational resilience in management, enriching its heritage in accordance with current scientific discoveries. Entrepreneurs can use the selection of the theoretical foundation of organisational resilience as an indication of the management areas that may be developed to search for organisational excellence.

Healthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.

The research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.

The case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.

The paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”

The paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.