Organizational resilience: Towards a theory and research agenda (original) (raw)
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Organizational resilience: proposition for an integrated model and research agenda
Tourism & Management Studies
This theoretical essay is aimed at shedding light on and synthesizing the concepts of resilience in relation to employees and organizations and proposing an integrated analysis model that gives rise to a research agenda embracing methodological aspects and thematic connections, which might contribute to a debate on the construct that involves differentiated levels of analysis. Accordingly, a historic review of the construct's discussion and its specificities will be presented, including the following organizational resilience concepts: the procedural, dynamic, and ecosystemic capacity activated by people (individual resilience) and processes (systemic resilience) in the face of adversity, the generation of a response that allows the recovery of balance, and the performance of healthy adaptation through the activation of elements, in the subjective or internal and objective or external plans, which might be reinforced or renewed during the process, thus ensuring the sustainability of the resilient result and/or the expansion of resilience capacity.
Organizational Resilience: What it is and What it isn't? A Conceptual Review
Wayamba University of Sri Lanka, 2021
Organizational Resilience (OR) as a construct and as a socioeconomic challenge is gaining uprising attention. Yet, a better understanding of the term in terms of what it is and what it isn't is still far behind. The present study is aimed at revisiting the definitions of OR for elucidating the scope of it. A systematic review of selected journal articles of 30 years (1990-2020) indexed in SSCI was performed. Both identifying and distinguishing facets of definitions were reviewed qualitatively and presented. Findings indicate that OR is a multidimensional construct that possesses several features that distinguish it from other similar constructs. The study concluded that the OR is about an organizational philosophy comprised of diverse competencies to manage challenging environmental events in a continuous and progressive way. Implications suggest that any conceptualization of OR should primarily centre on the long-term continuous process of meeting the challenging environmental occurrences rather than a set of discrete capabilities to respond to a devastating event.
Canadian Institute for Knowledge Development (CIKD), 2021
This paper aims to examine how the construct of resilience is currently defined and propose a more comprehensive and unidirectional definition, conceptualization, and operationalization for the construct. We applied a rigorous systematic literature review in line with Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) selection criteria covering historical currency, topical relevance, and publication appropriateness. We reviewed 1490 articles and publications on organizational resilience generated from a combination of academic databases and search engines. We identified the points of convergence and divergence in the definitions and discussed the implications for theorizing organizational resilience. The thematic descriptive extracted from the selected articles were cross-validated from comparable peer-reviewed papers included in this study. The article departed from common knowledge that organizational resilience is still evolving, and a unified definition is necessary to guide future scholarly works. We attempted to provide a current answer to the question, what is organizational resilience. We proposed that organizational resilience is the process and outcome of strategic preparedness for an adaptive response to disruptive shocks, capitalization on disruptive shocks, instinctive survival, positive transformation, and prosperity through disruptive shocks. We further proposed a conceptual model to illustrate our ideas. This article contributed to the ongoing debate on how organizational resilience should be defined and conceptualized using the most updated systematic review reporting framework.
Organizational resilience: A conceptual integrative framework
Journal of Management & Organization, 2012
Increasingly chaotic business environments of today demand organizations to be more resilient. While the concept of resilience is widely discussed in disaster (e.g., Wildavsky, 1991) and crisis management literatures (e.g., Manyena, 2006), the literature on organizational resilience is developing disjointedly in organizational studies. The literature review suggests that some factors that are suggested in the literature as components of organizational resilience are sources contributing to the emergence of resilience in organizations. This study proposes an integrative framework for organizational resilience and introduces a new outcome concept of organizational evolvability, emphasizing the heightened sensitivity and increased wisdom of the post-event organization. In this model, sources of organizational resilience are categorized as perceptual stance, contextual integrity, strategic capacity and strategic acting, and organizational resilience leads to organizational evolvability ...
Organizational Resilience and Its Interrelation with Various Concepts
In a modern business landscape characterized by the need for compartmentalization to effectively oversee a wide array of organizational functions, it becomes increasingly crucial to grasp the interconnected nature of various concepts. This understanding is pivotal for an organization's capacity to operate efficiently, manage risks effectively, and maintain the ability to endure and recover from disruptions.
International Journal of Organizational Leadership
This paper aims to examine how the construct of resilience is currently defined and propose a more comprehensive and unidirectional definition, conceptualization, and operationalization for the construct. We applied a rigorous systematic literature review in line with Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) selection criteria covering historical currency, topical relevance, and publication appropriateness. We reviewed 1490 articles and publications on organizational resilience generated from a combination of academic databases and search engines. We identified the points of convergence and divergence in the definitions and discussed the implications for theorizing organizational resilience. The thematic descriptive extracted from the selected articles were cross-validated from comparable peer-reviewed papers included in this study. The article departed from common knowledge that organizational resilience is still evolving, and a unified definition is necessary to guide future scholarly works. We attempted to provide a current answer to the question, what is organizational resilience. We proposed that organizational resilience is the process and outcome of strategic preparedness for an adaptive response to disruptive shocks, capitalization on disruptive shocks, instinctive survival, positive transformation, and prosperity through disruptive shocks. We further proposed a conceptual model to illustrate our ideas. This article contributed to the ongoing debate on how organizational resilience should be defined and conceptualized using the most updated systematic review reporting framework.
Toward an Organizational Theory of Resilience: An Interim Struggle
Sustainability
While organizational resilience is widely considered as critical to sustainability, gaps in both the scholarly and professional literature exist. First, stronger conceptualization of the term is needed. Second, little is known about how organizational resilience can be continuously accomplished via daily practices and processes. Finally, the ongoing organization theory development does not sufficiently address these gaps. Contributing to the literature by filling in these fundamental gaps, the present study integrates the disconnectedly growing literature into an organizational theory of resilience. Based on the General Systems Theory, the resulting theory comprises inputs of human resources, socio-cultural values, institutional settings, and social and environmental issues, enabling organizational structure, value and belief subsystem, resilience mindset, sustainability practices, adaptive and buffering capacities, and sustainability performance as the output. Their dynamic relatio...
Towards Resilient Organizations and Societies
Resilience has attracted a multitude of scholars from diverse backgrounds and disciplines as it is a desired feature for responding to the adversities that modern societal systems face, not least the Covid-19 pandemic. Existing research displays little convergence on the definition of the concept making a robust theoretical framework and empirical understanding of resilience highly desirable. The aim of this chapter is to provide a more holistic understanding of the complex phenomenon of resilience from a multi-sectorial, cross-national and multidisciplinary perspective by proposing an original approach into the state of the art that might enhance future research. This chapter identifies three organizing principles for a framework of resilience. First, resilience embeds both stability and change which are both required elements. Second, adversities and their novelty profile can be mapped onto a typology of absorptive, adaptive and transformative resilience. Third, resilience has a t...
Organisational resilience: a proposal of an integrated model and research agenda
Tourism & Management Studies, 2019
This theoretical essay seeks to shed light on and synthesise the concept of resilience in relation to employees and organisations and to propose an integrated analysis model. The results include a research agenda embracing methodological aspects and thematic connections, which can contribute to an expanded debate on the construct of resilience that involves differentiated levels of analysis. A historic review of the concept's discussion and its specificities are presented, including the following organisational resilience constructs. The first is the procedural, dynamic and ecosystemic capacity activated by people (i.e. individual resilience) and processes (i.e. systemic resilience) in the face of adversity. The second is the generation of responses that facilitate the recovery of balance. The last construct is healthy adaptation through key elements' activation through subjective (i.e. internal) and objective (i.e. external) plans, which can be reinforced or renewed during the entire process. This approach thus ensures the sustainability of resilience-related results and/or the expansion of individuals and organisations' capacity for resilience. Resumo Este ensaio teórico visa esclarecer e sintetizar os conceitos de resiliência em relação a empregados e organizações, bem como propor um modelo de análise integrado que fundamente uma agenda de pesquisa e contemple aspectos metodológicos e conexões temáticas, podendo contribuir para um debate sobre o construto que envolva níveis diferenciados de análise. Dessa forma, será apresentada uma revisão histórica da discussão do construto e suas especificidades, incluindo os seguintes conceitos de resiliência organizacional: capacidade processual, dinâmica e ecossistêmica ativada por pessoas (resiliência individual) e processos (resiliência sistêmica) diante de adversidades, possibilitando a geração de uma resposta que permita a recuperação do equilíbrio e a realização de uma adaptação saudável por meio da ativação de elementos, nos planos subjetivos ou internos e objetivos ou externos, que poderão ser reforçados ou renovados durante o processo, garantindo a sustentabilidade do resultado resiliente e/ou a expansão da capacidade de resiliência. Palavras-chave: Resiliência, resiliência organizacional, resiliência individual, resiliência sistêmica.
Understanding Resilience Paradigms in Management: Trends and Praxis
International Journal of Multidisciplinary Research and Publications (IJMRAP), Volume 5, Issue 11, pp. 44-49,, 2023
Resilience has become an increasingly important topic in the field of management, as organizations are facing a growing number of challenges, such as natural disasters, economic downturns, and cyberattacks (Hannan et al., 2016; Hart & Schultz, 2017). Resilience in organizations is defined as the ability to anticipate, prepare for, respond to, and recover from disruptions in a timely and efficient manner (Hannan et al., 2016). The study of resilience in management has evolved over time to include a broader understanding of the concept, from the traditional reactive approach to more proactive measures. The purpose of this research paper is to explore the resilience paradigms in management, with a focus on both theory and praxis. The paper will review the literature on resilience in management and identify the different resilience paradigms that have been proposed in the literature. The paper will also examine the practical implications of these paradigms, specifically how organizations can apply these paradigms to build resilience. This research will be useful for management practitioners and researchers interested in understanding how organizations can become more resilient in the face of disruption.