Resilient organizational capabilities in NTBFs. Concept and variables as dynamic and adaptive capabilities (original) (raw)
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This article delimits the business resilience concept making however a direct association with dynamic capabilities, and reviews 3 crucial moments a turbulent company endures and has to overcome in order to be resilient. It is being presented in the form of a case study of the Colombian construction company AIA with a qualitative methodology. With the above, I want to share with the scientific community the findings that will explain how theories of dynamic capability and resilience could be a strategy for business recovery. The final results reflect what an organization must not do and thus should do in order to use this powerful dynamic capability better known as resilience to stay in or get to a number one spot in the market.
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I acknowledge that an electronic copy of my thesis must be lodged with the University Library and, subject to the policy and procedures of The University of Queensland, the thesis be made available for research and study in accordance with the Copyright Act 1968 unless a period of embargo has been approved by the Dean of the Graduate School.
International Journal of Innovation, 2016
Organizational resilience is defined as the ability and capacity of an organization to withstand unexpected changes, discontinuities and environmental risks. Innovation contributes to achieve resilience as it enables organizations to renew over time. Our aim in this article is to analyze the relationship between innovation and resilience from the financial performance analysis with EBITDA, ROE and ROA indicators. We investigated a total of 10 companies divided into two groups, where the first was a group of 5 open-capital companies listed in the ranking of the 50 most innovative companies in Brazil, and the second being a group of 5 open-capital companies not listed in the ranking. We performed an analysis in two stages: the first consisted in calculating the indexes selected in the four fiscal years - 2011, 2012, 2013 and 2014 - chosen by coinciding with a period after the 2008-2009 crisis; in the second stage, we compared the indexes of the two groups of companies in the four esta...
Organizational Resilience: A Dynamic Capability of Complex Systems
Journal of Management and Research, 6(1), 2019
In recent years, the concept of organizational resilience has largely attracted the interest of academicians and practitioners alike. A fair number of researches have been conducted on developing the concept of organizational resilience. However, there seems to be a lack of consensus over its conceptualization mainly because the concept itself is prodigious and is used in a variety of disciplines. Furthermore, research within the domain of organizational resilience has been outcome oriented; however, questions addressing the drivers of resilience are yet to be answered. On the other hand, research within the domain of dynamic capabilitiesview have long been criticized as tautological, resistant to operationalization, and lacking the unification of thought. However, there exists a sufficient degree of conceptual similitude between the two concepts, mainly due to their epistemological similarities grounded within the theoretical assumptions of chaotic systems, environmental dynamism, and systems thinking. Incorporating both perspectives in parallel for understanding the theoretical connections can lead to clarifications at an ontological level. Therefore, this paper attempts to propose a holistic model of organizational resilience by incorporating a lens metaphor of dynamic capabilities view. This paper is divided into four sections. The first section of this paper lays down the multidisciplinary discourses within the realm of organizational resilience. The second section highlights the management discourse about the conceptualization of organizational resilience. The third section of this paper uses a lens metaphor ofdynamic capabilities view in an attempt to add depth to the concept of organizational resilience. The fourth and the final section attempts to propose the drivers of organizational resilience from a strategic viewpoint.
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Supported by the Portuguese Foundation for Science and Technology (FCT), The Research Centre for Spatial and Organizational Dynamics (CIEO) and the University of Algarve (UAlg)
Strategic Management of Organizational Resilience (SMOR): a Framework Proposition
Review of Business Management, 2021
Purpose-To present and describe the Strategic Management of Organizational Resilience (SMOR) framework, as well as to analyze it based on the strategies used by four Brazilian organizations in this current time of intense vulnerability due to the worldwide pandemic triggered by COVID-19 at the beginning of 2020. Theoretical framework-Organizational resilience and related management practices. Design/methodology/approach-A literature review; bibliometrics relating to organizational resilience; the SMOR theoretical framework; an analysis of this framework within four Brazilian organizations, based on qualitative research and interviews, aiming to identify the strategic actions adopted by these organizations before and during COVID-19. Findings-The organizations analyzed, which were different sizes and from different sectors, presented common points directly linked to the dimensions of SMOR: systematic analysis of scenarios; partnerships with stakeholders; systematic sharing of information; decision-making ability; financial management; rapid response and learning ability. Practical & social implications-The research contributes to understanding how organizations can improve their culture of resilience and, therefore, deal more assertively with vulnerabilities and disasters of different natures. The COVID-19 pandemic has forced the world and organizations to reinvent themselves. In this context, the SMOR framework aims to provide a more detailed understanding of environmental risk / vulnerability management. Originality/value-The SMOR framework helps organizations with different levels of complexity to understand their strengths and weaknesses, assess internal and external scenarios, and systematically analyze their processes, with the aim of strategically managing their respective resilience.
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