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Organisational Resilience in New Zealand
Abstract
Organisations maintain our economy; they provide jobs, goods, services and a sense of community. The increasingly globalised nature of the modern world has lead to organisations facing threats that often are not recognise until the threat becomes a crisis. It is impossible for organisations, regardless of size, location or financial strength, to identify all possible hazards and their consequences; let alone plan for them. Therefore, the concept of increasing organisational resilience is gaining momentum. However, the term resilience has been used with abandon across a wide range of academic disciplines and in a great many situations. There is little consensus regarding what resilience is, what it means for organisations and, more importantly, how they may achieve greater resilience in the face of increasing threats. This study investigates 10 organisations from a range of industry sectors, sizes, localities and types within the New Zealand context to discover what are the common issues that foster or create barriers to increased resilience. Organisational resilience is defined in this study as a function of the overall situation awareness, keystone vulnerabilities and adaptive capacity of an organisation in a complex, dynamic and interrelated environment. A multiple case-study method has been used, and a facilitated 5-Step process for assessing and increasing resilience has been developed in conjunction with these organisations. Data was collected in the form of interviews, survey and participant observations in workshop environments. A set of 15 resilience indicators have been identified, and the organisations have been ranked according to their overall resilience relative to the other organisations in this study. Future work is likely to include further quantification of the methodology and the resilience indicators, resilience maturity models and work on understanding resilient leadership, communication of resilience concepts and international case studies to further determine the range of resilience for organisations.
... Most studies have employed a case study or grounded theory rather than an empirical study. McManus conducted a qualitative study and semi-structured interviews to explore organizational resilience and suggested three factors of organizational resilience: situational awareness, the management of keystone vulnerabilities, and adaptive capacity [28,29]. This study applies the factors in the work of McManus as fundamental to organizational resilience. ...
... As applied to this study, mindful organizing is expected to predict organization-level resilience. The relative overall resilience (ROR) model employed by this study comprises three factors: (1) situational awareness, (2) the management of keystone vulnerabilities, and (3) adaptive capacity [28]. Figure 2 presents the theoretical framework that demonstrates the theories relevant to this study. ...
... Organizational resilience was measured by the BRT-13b, which is a short form of the benchmark resilience tool (BRT53). The BRT53 is a 53-item questionnaire developed by McManus (2008). A factor analysis was applied to the instruments, and CA for this scale was 0.95. ...
Organizational resilience and mindfulness are inextricably connected and have specific characteristics related to responding to challenging events. This mixed-method research study aimed to explore the relationship between mindful organizing and organizational resilience. A qualitative critical incident analysis was conducted with executives to explore insights into mindfulness and resilience at the organizational level. Using the analysis of a moment structures (AMOS) program, the structural equation modeling method was employed to assess the relationships between mindfulness, mindful organizing, and organizational resilience. A total of 639 usable cross-sectional questionnaires from diverse organizations in Thailand were used for data analysis. The findings of the current study reveal that mindful organizing has a positive influence on organizational resilience. This paper discusses the implications and limitations of these findings, along with suggestions for future research.
... For example, the intersection between risk management and resilience related to SC is indicated in the previous studies [21] but is not linked with the construction industry. Similarly, some researchers discussed resilience, considering the viewpoint of a single organization only [22][23][24][25]. Others tried to communicate the value of resilience against disruptive events by reviewing cascading effects of vulnerabilities and capabilities of SC on the entire system but with the perspective of their particular country [1]. ...
... The above discussion highlights that resilience is an important aspect of SC management. However, resilience is in its nascency in the construction sector regarding research and adoption [22,24,33,34]. ...
... To date, limited literature is available regarding understanding interrelationships among SC risks, RCs, complexity, and dynamics. Furthermore, resilience discipline is still in its nascency in the construction sector [22,24,33]. This gap is further exacerbated in developing countries. ...
Due to the increased globalization and the disruptions caused by pandemics, supply chains
(SCs) are becoming more complex in all industries. Such increased complexities of the SCs bring
in more risks. The construction industry is no exception; its SC has been disrupted in line with
its industrial counterparts. Therefore, it is important to manage the complexities in integrating SC
risks and resilient capabilities (RCs) to enable a resilient SC in construction. This study investigated
the complexity involved in the dynamics of effects between organizations’ SC risks and RCs to
overcome disruptive events. Past researchers investigated how to improve the performance of
construction projects, regardless of the complexities and interdependencies associated with the risks
across the entire SC. However, the system dynamics (SD) approach to describe the diversity of
construction SCs under risks has received limited attention indicating a research gap pursued by
this study. This work aimed to analyze and establish interconnectivity and functionality amongst
the construction SC risks and RCs using systems thinking (ST) and SD modeling approach. The
SD technique is used to assess the complexity and integrated effect of SC risks on construction
projects to enhance their resilience. The risks and RCs were identified by critically scrutinizing
the literature and were then ranked through content analysis. Questionnaire surveys and expert
opinions (involving 10 experts) helped develop causal loop diagrams (CLDs) and SD models with
simulations to assess complexity qualitatively and quantitatively within the system. Research reveals
that construction organizations are more vulnerable to health pandemics, budget overruns, poor
information coordination, insufficient management oversight, and error visibility to stakeholders.
Further, the most effective RCs include assets visibility, collaborative information exchange, business
intelligence gatherings, alternative suppliers, and inventory management systems. This research
helps industry practitioners identify and plan for various risks and RCs within their organizations
and SCs. Furthermore, it helps understand trade-offs between suitable RCs to abate essential risks
and develop preparedness against disruptions to improve organizational policymaking, project
efficiency, and performance.
... Considering the inherent organisational properties of SMEs, we align with McManus (2008, p. 82) in operationalising organisational resilience as "a function of an organisation's overall situational awareness, management of keystone vulnerabilities and adaptive capacity in a complex, dynamic and interconnected environment." Using the framework of McManus (2008) and Lee et al. (2013), organisational resilience is framed in terms of three dimensions: Situational awareness, management of keystone vulnerabilities, and adaptive capacity, with five indicators for each of these three dimensions (McManus, 2008). These three dimensions and their subsequent sub-dimensions are briefly summarised in Table 1. ...
... Considering the inherent organisational properties of SMEs, we align with McManus (2008, p. 82) in operationalising organisational resilience as "a function of an organisation's overall situational awareness, management of keystone vulnerabilities and adaptive capacity in a complex, dynamic and interconnected environment." Using the framework of McManus (2008) and Lee et al. (2013), organisational resilience is framed in terms of three dimensions: Situational awareness, management of keystone vulnerabilities, and adaptive capacity, with five indicators for each of these three dimensions (McManus, 2008). These three dimensions and their subsequent sub-dimensions are briefly summarised in Table 1. ...
... Situational awareness is measured by assessing organisational alignment regarding recovery priorities following a crisis and the perceptual vigilance to monitor and report on environmental elements that may impact the organisation. Keystone vulnerabilities refer to several organisational components that can cause exceptional effects if not managed well, for example, over-reliance on a resource or single source supplier (McManus, 2008). These components include planning strategies to manage vulnerabilities in one's business environment, practised responses to exogenous shocks, a cognisance of the internal and external resource capabilities needed to continue with business operations during a crisis, and staff engagement and involvement in the organisation's long-term resilience. ...
Purpose
Organisational resilience and digital maturity both explain how some organisations are better able to cope with unexpected disruptions. However, research exploring the relationship between these two concepts, and their role in addressing exogenous shocks, remains sparse. This study first aimed to compare digitally mature SME retailers’ organisational resilience with that of digitally less mature SME retailers and then investigate further how their digital maturity impacted their response to the COVID-19 pandemic.
Design/methodology/approach
The authors adopt an explanatory two-phase mixed-method research design, with online surveys from 79 SME retailers in South Africa, followed by interviews.
Findings
Digitally mature SMEs exhibited higher levels of organisational resilience, specifically with respect to situational awareness, management of keystone vulnerabilities and adaptive capacity. The authors also demonstrate that digital leadership is a greater driver of organisational resilience than digital capabilities.
Practical implications
The authors suggest ways for SME retailers to develop their digital maturity, particularly their digital leadership, to increase their organisational resilience.
Originality/value
This paper makes a case for SME retailers to focus on building their digital maturity to better cope with and learn from unexpected events. In particular, digital maturity is positively associated with SME retailers’ innovation and creativity and their devolved and responsive decision-making.
... Previous research has been conducted to try and explain the resilience process in organizations [36,37]. The research by McManus [38] is particularly useful because it examines resilience from both a communications perspective and a management perspective. Mc-Manus [38] identified two dimensions of resilience as it relates to organizations-planning and adaptive capacity-and measured it using 13 resilience indicators. ...
... The research by McManus [38] is particularly useful because it examines resilience from both a communications perspective and a management perspective. Mc-Manus [38] identified two dimensions of resilience as it relates to organizations-planning and adaptive capacity-and measured it using 13 resilience indicators. The planning dimension within organizational resilience consists of the following five indicators: planning strategies, participation in exercises, proactive posture, capability and capacity of external resources, and recovery priorities [38]. ...
... Mc-Manus [38] identified two dimensions of resilience as it relates to organizations-planning and adaptive capacity-and measured it using 13 resilience indicators. The planning dimension within organizational resilience consists of the following five indicators: planning strategies, participation in exercises, proactive posture, capability and capacity of external resources, and recovery priorities [38]. On the other side, the adaptive capacity dimension consists of the following eight indicators: minimizing a silo mentality, meaning that organizational units should focus on both internal and external relationships; capability and capacity of internal resources; staff engagement and involvement, information, and knowledge; leadership, management, and governance structures; innovation and creativity; devolved and responsive decision making; and internal and external situation monitoring and reporting [38]. ...
A survey of U.S. local government officials (n = 307) investigates how to improve local governments’ crisis resilience. The results indicate that internal resources (i.e., time, money, and staff) were deemed important to local governments’ crisis management; however, there was a significant decrease in their perceived availability. Moreover, our results suggest that neither community size nor form of government predicted the availability of internal resources. Finally, internal resources were significant predictors of local government officials’ evaluations of a crisis; however, internal resources did not predict the officials’ evaluations of the strength of their crisis management. Theoretical and practical implications of the findings are discussed here.
... The concept of vulnerability emerged from social science and it is applied to economics, information systems, organizational management, politics, project management, etc. [11], [37], [38]. The main objective of vulnerability management is to deal with the weaknesses in the system's (e.g., the project) characteristics to avoid facing possible future disruptive events [11]. ...
... For instance, having a senior implementation consultant may reduce the risk of poorly collecting requirements during the discovery phase, or the risk of having a poor configured application. However, for the system to withstand the effects of an event, not only should the event be known, but its context and the project's characteristics when the event occurred need to be understood and taken into consideration [38]. Thus, it is of equal importance to develop context-specific capacities to cope and recover from disruptive events along with the capacities to identify, analyze, and mitigate project vulnerabilities. ...
... Does not necessarily focus on disruptive events; emphasizes the importance of customers and stakeholders. Focusing only on agility may make a project more vulnerable [38], [44]. ...
The main objective of this paper is to present a critical analysis of the project management literature on four concepts; risk management, vulnerability management, project agility and project resilience. The goal is to understand the strengths and weaknesses of these concepts to deal with disruptive events through the development of a conceptual framework that captures their differences and convergences. Therefore, a review of recent literature from international journals, specialized mainly in project risk management, vulnerability management, project agility, and project resilience has been conducted. A systematic literature review is adopted to compare the four key concepts of this study and to draw conclusions. A case from the information technology field is used to better illustrate the comparison.
Results from this study show that risk management and vulnerability management are proactive concepts focusing on the management of known events or actions. Alternatively, project agility is a reactive concept that aims to adapt to changes, but not necessarily disruptive events. Project resilience is a mix concept – proactive and reactive – focusing on recovering from known and unknown disruptive events. In addition, this comparative analysis and the conceptual framework developed can be used to exploit future areas of research and exhibit new opportunities where project management best practices can be improved to deal with disruptive events.
... The concept of organizational resilience is the ability to prevent organizational weakening, respond to crises, or get back up after an adverse event, and function normally again. Organizational resilience is a function of situational awareness, vulnerability management, and adaptive capacity of an organization in a complex, dynamic, and interrelated environment (McManus, 2008). Islamic boarding school is an educational institution with a curriculum based on Islamic principles (Halomoan et al., 2023). ...
... The results of hypothesis testing using the PLS-SEM method in this study found that spiritual leadership does not substantially affect organizational resilience. Resilience can be interpreted as a function of situation awareness, vulnerability management, and adaptive capacity of an organization in a complex, dynamic, and interrelated system (McManus, 2008). This finding aligns with Malik et al. (2022), who revealed that leaders with high spirituality do not have a close relationship with organizational resilience. ...
Islamic boarding school research is one of the essential factors in dealing with changing times. This problem is caused by the existence of management in Islamic boarding schools, which tends to be traditional and monotonous in religious-centric texts, without regard to aspects of adaptive conceptual and technical abilities. This study aims to reveal the role of spiritual leadership and entrepreneurial innovation in building organizational resilience. In addition, this study also highlights the role of entrepreneurial innovation as a mediating variable. A total of 130 participants were involved in this study, including leaders of Islamic boarding schools, teachers, students, and parents. After distributing 130 questionnaires to the participants, we analyzed them using the Partial least square-structural equation modeling (PLS-SEM) method. Unlike the hypothesis, this study found no significant relationship between spiritual leadership and resilience in Islamic boarding schools. However, spiritual leadership influences entrepreneurial innovation (Yang et al., 2021). Entrepreneurial innovation encourages organizational resilience (YahiaMarzouk & Jin, 2022). In addition, entrepreneurial innovation perfectly mediates the effect of spiritual leadership on resilience in Islamic boarding schools.
... Konsep teknologi digital yang dikembangkan museum di era Revolusi Industri 4.0 meliputi Digitization, Digitalization, dan Digital Transformation (Assilmi, 2021), Keempat teori ketahanan organisasi didefinisikan sebagai fungsi kesadaran terhadap situasi organisasi secara keseluruhan, pengelolaan kerentanan dasar dan kapasitas adaptif dalam lingkungan yang kompleks, dinamis dan saling berhubungan. Ketahanan akan meningkatkan kesadaran organisasi terhadap seluruh lingkungan operasinya, baik internal maupun eksternal, dan memberikan kapasitas untuk mengenali dan bertindak terhadap ancaman dan peluang dari situasi (McManus et al, 2008). ...
... dimanfaatkan, hubungan destruktif dan merugikan yang berkembang baik secara internal maupun eksternal, tata kelola dan struktur pengambilan keputusan yang tidak transparan dan tingkat kepercayaan dan loyalitas yang rendah dari staf atau orang lain(McManus, 2008). Penting untuk menyadari dampak mentalitas silo dengan mengidentifikasinya sejak awal, sehingga strategi pengambilan keputusan dapat mendorong kolaborasi, komunikasi terbuka dan pemahaman bersama dengan melibatkan hubungan timbal balik yang kuat, mempromosikan budaya kerja yang inklusif dan mendorong kesadaran akan pentingnya kerjasama dan tujuan bersama.5.1.3.2 ...
The COVID-19 pandemic has created a new paradigm for the future of museums in the face of increasingly massive digital technology developments. The decrease in museum visits due to restrictions on community activities has made museum managers look for innovative steps to maintain the existence of museums in the digital era. The purpose of this study is to analyze the optimization of the application of digital technology for museum services in the era The results of this study show that efforts to optimize the application of digital technology in museum services are carried out by optimizing existing networks, developing human resource competencies through training and personnel regeneration, and increasing work effectiveness and efficiency. The results of optimizing the use of digital technology include virtual museum tours, podcasts, increased digital activities on social media; increased work productivity; improved the skills of personnel, as well as the effectiveness and efficiency of work. The implications of using museum services' digital technology on organizational resilience can be represented in resilience profiles, where aspects of situational awareness and basic vulnerability management are in the medium category and adaptive capacity aspects are in the less category. Indicators of aspects of adaptive capacity that are lacking can affect the success rate of optimization in encouraging the acceleration of the digitalization of museum services.
... Over time, resilience has evolved into a multidisciplinary concept employed in various fields, including metallurgy [7] , ecology [8] , individual and organizational psychology [9,10] , strategic management [11] , supply chain management [12] , and safety engineering [13] . McManus et al. (2008;p.82) expound that organizational resilience entails an organization's comprehensive situational awareness, management of critical vulnerabilities, and adaptive capacity within a complex, dynamic, and interconnected environment [14] . ...
... McManus et al. (2008;p.82) expound that organizational resilience entails an organization's comprehensive situational awareness, management of critical vulnerabilities, and adaptive capacity within a complex, dynamic, and interconnected environment [14] . Only flexible, agile, and dynamic organizations are poised to thrive amidst disruptions and evolving market conditions [15] . ...
This research stems from the intense competitive conditions in the hospital business in Indonesia. To win the competition in this hospital business, two important factors are believed to play a role: strategic foresight and organizational resilience. Therefore, this research hypothesizes both factors' positive and significant influence on company performance. Additionally, competitive advantage is also believed to have a role in influencing company performance. As a result, competitive advantage is positioned as a mediator of the influence of strategic foresight and organizational resilience on company performance. To validate these hypotheses, this research employs the Structural Equation Modeling (SEM) analysis technique using the SmartPLS 3.2.9 software. The results of the statistical tests indicate that all hypotheses can be confirmed. Thus, strategic foresight and organizational resilience play a crucial role in winning the hospital business competition in Indonesia.
... The current research aims to analyze the relationship between customer loyalty and the strategic resilience of private banks, based on the main premise that (customer loyalty affects the strategic resilience of banks). The current research follows the descriptive analytical approach to analyze the opinions of the research sample of 200 respondents distributed among the decision makers in the private commercial banks in central and southern Iraq, and through the application of the SEM structural modeling equation and Path Analysis within the SPSS.V.23 program as well as AMOS.V. 23 . The research found a statistically significant effect of customer loyalty on the steadfastness of the research sample banks strategically, and therefore a set of recommendations were formulated in the light of the results. ...
... The concept of resilience includes the condition of resilience and the ability to adapt (Folk, 2006), in addition to that, in part, the positive experience of management and benefiting from it according to the requirements of the economic, political and social situation (Abdalamer et al, 2019), (Mcmanus, 2008), as the resilience of the organization is gained when The organization is able to turn sudden threats into opportunities (Dahash & Abdlamer, 2022) and act effectively before competitors and focus on innovation, that is, proactive crisis management (Valikangas & Romme, 2012). (Arafa & ElMaraghy, 2012) Adaptation alone is not sufficient when it comes to strategic resilience, given our world full of uncertainty and instability, continuous renewal or rather innovation and transformation are required (Peter, 1990). ...
The current research aims to analyze the relationship between customer loyalty and
the strategic resilience of private banks, based on the main premise that (customer
loyalty affects the strategic resilience of banks). The current research follows the
descriptive analytical approach to analyze the opinions of the research sample of 200
respondents distributed among the decision makers in the private commercial banks in
central and southern Iraq, and through the application of the SEM structural modeling
equation and Path Analysis within the SPSS.V.23 program as well as AMOS.V.23 . The
research found a statistically significant effect of customer loyalty on the steadfastness
of the research sample banks strategically, and therefore a set of recommendations
were formulated in the light of the results.
... The influence of social dynamics on organizational success has been extensively studied by scholars (French & Raven, 1959). The role of founders/managers here is crucial in promoting, mobilizing, and strengthening organizations internally (Cooper et al., 2013;Sunio et al., 2020), as well as in cultivating positive relationships and interactions with external stakeholders (Korber & McNaughton, 2018;McManus, 2008;Nicholls, 2006). Leadership effectiveness hinges on an ability to wield power, irrespective of its form, with French and Raven (1959) identifying five types: reward power, coercive power, legitimate power, referent power, and expert power. ...
Unlike typical organizations, social enterprises are considered inherently vulnerable in view of their integration of two distinct institutional logics: economic and social. This duality, however, also positions social enterprises as a crucial societal agent, particularly in Indonesia, for addressing any intricate social issues. In turn, this research aims to examine the challenges, resilience sources, and strategies that social enterprises employ to maintain resilience during crises. Semi-structured interviews were conducted with five social enterprise founders and utilize the framework analysis technique to analyze data collected. Data triangulation was achieved by supplementing interview data with secondary sources, including reports, websites, and social media from all participants. The study identified two primary resilience sources: internal and external factors. Notably, the resilience process can be articulated through four mechanisms: social imprinting, community dynamics, weak ties, and Gotong Royong (mutual cooperation). This research aims to contribute to the theoretical understanding of social enterprise resilience and relationships, while also offering practical insights for social enterprises to enhance their resilience.
... challenges due to a loss of trust, whereas a production-focused company may face more substantial difficulties in the event of a key supplier's failure (Seville, 2008). (McManus, 2007) proposes an expanded definition of organizational resilience that encompasses coping with both day-to-day business problems and longer-term change-related issues. According to their model, resilience in manufacturing organizations is contingent upon three factors: situational awareness, effective management of key vulnerabilities, and adaptability in a complex, dynamic, and interconnected environment. ...
In the current global economic landscape, companies with an international presence face the challenge of ensuring that their production networks are not only efficient but also resilient to unpredictable events. Recent technological advancements and the close integration of global production networks have been increasingly disrupted. During times of global crises, it becomes evident that traditional approaches are no longer sufficient. Therefore, the focus is shifting from reactive measures to proactive prevention. This paper presents a novel approach for increasing resilience in a production network based on a combination of systematic foresight of unpredictable events using scenario planning and a simulation-based capacity analysis for the identified scenarios. To demonstrate and validate the application of the proposed approach, a case study for the production network of a large German healthcare company is conducted and presented.
... Deniz and Arzu (2015) developed a threedimensional structure of organizational resilience: robustness, agility, and integrity. Strategically, McManus (2008) believes that a resilient organization should have situational awareness, key vulnerability management, and adaptive capacity. Akgün and Keskin (2014) considered competence orientation, deep social capital, original/ unscripted agility, practical habits, behavioral training, and wide resource networks. ...
In an age characterized by unprecedented socio-financial disruptions, businesses encounter a crucial mandate: to seamlessly incorporate organizational resilience, risk management, and business continuity strategies. This article navigates this complex landscape, offering insights into the essential interplay between resilience and risk mitigation. It explores the dynamic nature of socio-financial disruptions, emphasizing the inherent risks they pose. Drawing from real-world examples, we dissect key components of organizational resilience and delve into strategies that marry resilience with effective risk management. Proactive measures take center stage, guiding organizations to fortify their structures against uncertainties. From embracing technological innovations to fostering a culture of adaptability, it unveils practical tips for cultivating resilience while concurrently managing risks. Leadership's pivotal role in steering organizations through crises is highlighted, emphasizing risk-aware decision-making. Collaborative approaches and partnerships emerge as crucial elements, promoting collective resilience and shared risk management. The article advocates for a continuous cycle of monitoring, adaptation, and dynamic risk management to meet evolving challenges. As research concludes, it distills key takeaways, urging businesses to adopt an integrated approach to fortify their foundations. Proactive Invitation encourages readers to assess and improve organizational resilience, risk management, and business continuity practices, providing a roadmap for navigating tomorrow's uncertainties.
... Paradoxical leadership examines the situation, based on individual cognition and organizational characteristics, breaks the management idea of "choosing one or the other", and deals with paradoxical issues and organizational problems with the management thinking of "both" (Tierney, 2003). It helps managers to think dialectically, to find a balance between contradictions, and to achieve the result of "both-and" (Mcmanus, 2008). On the one hand, paradoxical leadership is a good way of dealing with paradoxes and organizational problems. ...
... As regards the factors and elements conducive to organisational resilience, there are several studies dedicated to this subject that have been conducted previously (Tierney, 2003;Kantur and Isery-Say, 2015;McManus, 2008). ...
This article presents applied-theoretical research, based on a quantitative and qualitative methodology, regarding the institutional transformations produced at the level of a representative sample of local public authorities in Romania, in the context of the armed conflict in Ukraine. Furthermore, this paper highlights the difficulties of meeting the functional requirements (human resources, logistics, etc.) for the proper provision of public services. It proposes a set of recommendations for increasing the administrative capacity of local public authorities in crisis situations in order to ensure their organisational resilience and the sustainability of responses offered to the communities they represent. The article is based on the assumption that the war in Ukraine had a significant impact on the current activities of local public institutions, local budgets, investments, and public procurement procedures. It aims to identify the transformations that occurred at the level of local public institutions in the past year, as well as the nature and size of the impact.
... S. T. McManus, (2008), propose un modèle où la Résilience Globale Relative (ROR) se compose de trois facteurs (connaissance de la situation, gestion des vulnérabilités clés et capacité d'adaptation). En se basant sur ce modèle, Lee et al., (2013) ont réalisé une analyse documentaire complétée par un atelier afin de mettre à jour le modèle. De l'analyse docum ...
Pendant la crise sanitaire liée à la COVID-19, des restrictions ont impacté la vie de toutes les populations. L'enseignement à distance a été une première pour la grande majorité des écoles publiques comme privées. La particularité des établissements d'enseignement scolaire privé nous a amené à nous questionner sur les déterminants de la résilience organisationnelle selon les facteurs entrepreneur, entreprise et environnement. Cet article a pour objectif d'identifier les déterminants de la résilience organisationnelle des établissements scolaires privés, à travers une étude qualitative menée auprès de douze dirigeants et/ou propriétaires de ces établissements par le biais d'entretiens semi directifs. Les résultats de cette recherche ont confirmé la présence de déterminants issus de la littérature et liés aux ressources antérieures de l'entreprise, au profil du dirigeant et à l'apport des parties prenantes. Nous avons aussi identifié les rôles essentiels des innovations technologiques et managériales, et celui du leadership des dirigeants. La réputation de l'établissement concourt aussi indéniablement aux raisons de succès évoqués par les équipes dirigeantes dans un environnement qualifié de turbulent. Mots-clés : Enseignement scolaire privé, résilience organisationnelle, étude qualitative, école. Summary: During the health crisis linked to COVID-19, restrictions affected the lives of all populations. Distance learning was a first for the vast majority of both public and private schools. The particularity of private schools led us to question the determinants of organizational resilience according to entrepreneurial, business and environmental factors. The aim of this article is to identify the determinants of organizational resilience in private schools, through a qualitative study conducted with twelve owner-managers of such schools by means of semi-structured interviews. The results of this research confirmed the presence of determinants derived from the literature and linked to the company's previous resources, the profile of the manager and the contribution of stakeholders. We also identified the essential roles played by technological and managerial innovation, as well as by executive leadership. The company's reputation also undeniably contributes to the reasons for success cited by management teams in a turbulent environment.
... The second level of resilience building through foresight contains the organizational level. Organizational resilience is defined as "a function of an organization's overall situation awareness, management of keystone vulnerabilities, and adaptive capacity in a complex, dynamic, and interconnected environment" (McManus, 2008). Hence, foresight is a key tool to increase the awareness and thereby reduce uncertainties in an organization. ...
Foresight is a strategic tool, which a state may implement to set priorities in politics and investments, show potential gaps in knowledge and information, and importantly better understand uncertainties. Therefore, foresight is a suitable method to increase a state’s resilience in various fields. The present study aims at answering the following question: What are the decisive factors for the use of foresight in enhancing state resilience, and what are the effective strategies for its practical implementation? The question is answered by taking a multi-method approach, combining a multi-step literature review with an illustrative case analysis of the implementation of foresight for resilience.
The results are twofold: Firstly, by creating a structured framework based on research, the present paper develops a better understanding of projects aiming to achieve increased resilience through the application of foresight. Secondly, the case study on the United Kingdom’s Resilience Framework demonstrates the practical applicability of the framework and shows how the UK approaches resilience by applying foresight. The paper thereby highlights the potential of well-structured foresight projects as a central tool for states to help create an understanding of and make crucial decisions on resilience despite uncertainty.
... Organizational resilience was measured by the BRT-13b, which is a short form of the benchmark resilience tool (BRT53). The BRT53 is a 53-item questionnaire developed by McManus (2008). A factor analysis was applied to the instruments, and CA for this scale was 0.95. ...
This edited volume, “Research on Corporate Sustainability”, contains reports written by experts in their areas of specialization. The volume begins by introducing a report on the interim system theory of corporate sustainability, which fills in the gap in the
predominantly empirical field of corporate sustainability, and is followed by three reports on organizational resilience that are widely regarded as sustainability outcomes. Another set of reports is concerned with sustainable tourism and community development, as sustainable community development can often be sustained by the people who live there. Finally, the edited volume concludes with two reports on sustainable supply chain
management and climate finance, which are seen as critical aspects of sustainable development.
... In other words, resilience is about ensuring that an organization is still able to achieve its core objectives in the face of adversity, before and after. McManus et al, (2008) asserts that the numerous concepts that emerge from definitions of organizational resilience include knowledge of the environment, level of preparation, anticipation of perturbations, adaptation, capacity to recover, etc. The ability of organizations to absorb shock or develop resistance in the face of turbulences within its environment is a reflection of how prepared the organization can be. ...
This study ascertained the relationship between organizational learning and resilience of family owned businesses in Rivers State. A sample size of one hundred and eleven (111) was determined using the Taro Yamene from a population size of one hundred and fifty-four (154). Out of the one hundred and eleven (111) questionnaires that were distributed, eighty-one (81) were retrieved and used for the study. The Pearson Moment Correlation Coefficient (Rho) was used to test the hypotheses with the aid of an SPSS statistical package. Findings from the study revealed that there is a significant relationship between organizational learning and resilience of family owned businesses in Rivers State.Based on the findings generated from this study, the following recommendations were made: (i) owners and managers should create a forum or training section were knowledge of the business can be shared amongst other entrepreneurs. This will help them build their knowledge on the business and further help them stand firm in unpredictable circumstances; (ii) it is important for family businesses to employ techniques that will help members to determine their core values, core purposes and envision the desired future of the business.
... In the field of business, scholars have studied the classification of components of organizational resilience [43] and produced scales such as the Benchmark Resilience Tool [44,45]. However, considering the characteristics of PHCs, which are municipal organizations that are expected to make fair judgment for the public, these scales, which are intended to be used by for-profit organizations, are inappropriate to measure the organizational resilience of PHCs. ...
Japanese public health nurses (PHNs) at public health centers (PHCs) have played critical roles in infection prevention and control during the COVID-19 pandemic. This study aimed to examine the actual pandemic-related experiences of PHNs and the relation between their experiences, individual resilience, two components of organizational resilience (system and human resilience), and burnout. An analysis of the responses of 351 PHNs revealed that mid-level PHNs scored higher in experience and lower in organizational resilience compared with those in other positions. More than 80% of respondents experienced inappropriate staff allocation. Multiple regression revealed that burnout was positively associated with the components of the experience of PHNs and negatively with individual and human resilience. In hierarchical multiple regression with depersonalization as the dependent variable, the sign of system resilience reversed from negative to positive when human resilience was added. The results highlight the need to prepare for future health crises including establishing a system with enough personnel, promoting human resilience such as collaboration among staff members, and burnout prevention measures, especially among mid-level PHNs. The study also described alternative approaches to comprehend system resilience—namely, a suppression variable of human resilience, promotion of depersonalization, and multicollinearity—and the need for further research on organizational resilience.
... La correlación en el ítem sobre si El personal tiene la autoridad para tomar decisiones relacionadas con su trabajo para responder ante la crisis de la covid-19 resultó positiva, aunque débil, con un valor de r = 0.322**. Para fortalecer este indicador, McManus (2008) propone que el personal sea involucrado en la toma de decisiones, donde su conocimiento específico agregue valor significativo. ...
El fin de esta investigación fue proponer indicadores y estrategias para desarrollar resiliencia en el sector restaurantero independiente de México ante el coronavirus 2019 (covid-19). Para dar cumplimiento a ello, el método de investigación implicó una fase de análisis descriptivo sobre el estatus del covid-19 y las medidas y programas implementadas para mitigar su impacto en los restaurantes de la Ciudad de México, además de un análisis correlacional de los modelos bidimensionales de Prayag y de Whitman. Se concluye que la capacidad de planeación y la capacidad de adaptación se correlacionan positiva y significativamente con la resiliencia. Ante ello, los restaurantes que prosperarán durante el covid-19 en una nueva normalidad son aquellos que muestren interés por los clientes y empleados; establezcan tanto estrategias de prioridades de recuperación como de habilidades y capacidades de recursos externos; y mejoren la mentalidad de silo, las estructuras de liderazgo, la gestión y gobernanza, así como la innovación y creatividad.
... Quantitative assessments and operationalisation of technical BC facets are frequent in process engineering studies (e.g. McManus, 2007;Lee et al., 2013), where BC practices are mainly investigated as measures to prevent major accidents in single industries, e.g. the chemical or pharmaceutical/biotechnology ones (Watkins et al., 2008). Instead, research on organisational drivers of BC is predominantly conceptual or qualitative (e.g. ...
The unprecedented systemic disruptions that occurred in the last years are highlighting a structural lack of resilience in most organisations. In this context, there is an increasing scholars’ interest in understanding to what extent capabilities to anticipate, respond and thrive in unprecedented situations represent a strategic lever for business continuity management in most sectors of activity. To contribute to this debate, this research adopts a dynamic capabilities perspective to investigate the specific capabilities that organisations build in the pursuit of business continuity.
Based on multi-sectoral primary data collected in 2021 from HR professionals of 419 organisations operating in Italy, the outcomes of our quantitative study show that the business continuity requirements expressed by ISO22301 are perceived as interrelated and indivisible. Furthermore, our results suggest that the ambition to fulfil the business continuity requirements depends on the organisational capabilities to improvise and coordinate the use of its assets (i.e. people, technologies, premises, information) in the face of disruptions.
Besides the managerial implications concerning how to build favourable organisational conditions to reduce the vulnerability to external risks, the research contributes to the literature by building new measurement scales to assess business continuity and disentangling the rationale behind the related dynamic capabilities framework.
... Hence, McManus (2008) in his study of relative overall resilience (ROR) model proposes three dominant determinants: situation awareness, management of keystone vulnerabilities, and adaptive capacity. Duchek (2020) considers organizational resilience as a process that develops in three successive stages as reaction to past events (reactive actions), to current problems (concurrent actions) and future events (anticipatory action), takes proactive capabilities (resilience potential) and reactive capabilities (resilience realization) as key determinants for organizational resilience. ...
... In this article, we define organizational resilience as the capability of an organization to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce back from disaster, when it occurs. Such an organization, according to McManus (2008), should exhibit 'a function of the situation awareness, keystone vulnerabilities, and adaptive capacity of an organisation in a complex, dynamic, and interdependent system'. In short, a resilient organization should have the ability to look forward to identify opportunities and crises, and their consequences, accurately and, also, understand the trigger factors for crises. ...
Public organizations in developing countries can only be effective if they are able to
develop and implement public policies effectively and efficiently. However, what
continues to bother scholars is how to ensure that such bureaucratic
organizations are also accountable and democratic. Some have argued that the
solution lies with the building of merit-based organizations. Nevertheless, we
believe that a critical factor in building efficient organizations in developing
countries is the designing and building of resilient organizations. In this article,
we provide a theoretical framework for building resilient organizations in
developing countries and use it to examine water sector reforms in Ghana.
... Research has emphasized the importance of regularly monitoring the internal and external environments to deal with future difficulties (Burnard et al., 2018). Additionally, Akgün and Keskin, (2014);McManus, (2008); Hamel and Valikangas, (2003); Weick et al. (1999) and Reeves et al. (2016) asserted that perceiving weak signals of environmental changes is important for effective response and progress. Furthermore, Stephenson et al. (2010) indicated that organizations should proactively monitor what is happening in their environments. ...
Due to increased global environment volatility and uncertainty, organizations are constantly faced with unexpected events such as the COVID-19 pandemic, which has brought large international disruptions for several firms. Organizational resilience is a potential notion for describing how firms might stay alive and thrive in such a volatile environment. Therefore, this study aimed to examine how SMEs can foster their resilience through investigating the roles of environmental scanning and process innovation while testing the moderating role of environmental uncertainty. To achieve this aim, we tested a structural model through an empirical investigation with partial least squares structural equation modelling (PLS-SEM) using a sample of 249 Egyptian SMEs. The results reveal that process innovation is a necessary condition for environmental scanning to affect organizational resilience. Furthermore, the results do not support the moderating role of environmental uncertainty the indirect relationship between environmental scanning and organizational resilience. Our findings contribute to innovation and resilience literature by proving that process innovation is a necessary mechanism to translate environmental scanning information to enhance resilience. This research is the first to highlight the role of process innovation in linking environmental scanning to organizational resilience. Our results provide insights about how Egyptian SMEs could remain resilient amidst the COVID-19 through scanning their environments to improve internal processes. We discuss related theoretical and managerial implications.
... Lee et.al. (2013) used the Relative Overall Resilience (ROR) model developed byMcManus (2008) to develop a model of organisational resilience based around two factors (adaptive capacity and planning) represented by 13 indicators and 53 criteria that could be used as the basis for identifying an organisation's resilience strengths and weaknesses that need to be managed as part of a journey towards becoming more resilient. Full details of the review and mapping can be found inJones et. ...
Background and aim Improving the resilience of business organisations and critical infrastructure providers to disaster events is a major challenge facing many European organisations. Recent floods in Germany, Belgium and the Netherlands and earthquakes in Iceland, Italy, Romania and Greece have demonstrated the need for organisations to adopt a holistic view of their vulnerabilities, adaptive capacities and resilience planning. This paper focuses on the role that facilities managers could play in the development of disaster management and business continuity and resilience plans. Methods / Methodology The paper draws on data collected through an interpretivist, observational action research study to identify the key factors that affect organisational resilience to earthquakes. Literature reviews, interviews and workshops with end-user stakeholder organisations were used to identify physical and operational mitigation interventions that could help organisations better prepare for, absorb and recover from an earthquake. Results The paper presents a hierarchical model of organisational resilience and a generic resilience assessment and risk management framework that can help organisations better understand and manage their disaster risks. The paper delineates the role of facilities managers in assessing the impact that the disaster risks could have on hard and soft facilities management and in identifying mitigation interventions to support primary service or product delivery following a disaster event. Practical or social implications The paper makes a valuable contribution to the literature on organisational resilience to disaster events by highlighting the little researched role of facilities management in this context. Type of paper Research paper (full).
... Örgütsel dayanıklılığın inşası ve geliştirilmesi örgüt yönetiminin çalışanların gerekli becerileri edinmesine yatırım yapmasını, çalışanların sorun çözme sürecine aktif katılımının sağlamasını ve algılanan örgütsel desteğin güvene dayalı etkili iletişimle güçlendirildiği bir ortamı gerektirir. Ayrıca, çalışanlara yapıcı geri bildirimlerin sağlanması, olumsuz deneyimlerden dersler çıkarılıp geleceği odaklanmanın sağlanması ve uyum yeteneğini kolaylaştıran davranışların pekiştirilmesi de örgütsel dayanıklılığın inşasından önemli yer tutmaktadır (Scott vd., 2006;McManus, 2008). ...
... Seville et al (2006) noted that no organisation could fully develop resilience by themselves, such is the interconnectivity and complexity of the modern world. McManus (2008) and Stephenson (2010) took this work further in their doctoral studies, building an organisational resilience benchmarking framework to help build and embed a greater understanding of organisational resilience within industry. The research by Resilient Organisations, McManus and Stephenson also noted that there is the need for senior leadership teams to demonstrate the moral courage, aptitude and leadership skills to challenge back to the executive if they believe the change is going to be damaging to their department, stakeholders or staff. ...
This article discusses the challenges faced by organisations as disruptive events increasingly impact all operating levels. Recent events with Covid-19 pandemic have shown that organisations maintain the foundation of society by building the economy; providing employment, wealth generation, material services and community spirit. Simultaneously, they have being forced to diversify and innovate to maintain their share of global or local markets, having experienced a cultural shock that has been unprecedented, which has introduced increased risk into the daily operating model. Organisations with a higher level of internal resilience are better poised to mobilise resources, allocate personnel and prioritise key functions, with leadership teams unafraid to make difficult decisions based on intelligence and evidence-based analysis, although there is still a limited understanding of how a resilience framework can benefit the bottom line. Effective leadership, evidence-based decision-making and business intelligence collection and dissemination are critical to success; however, to truly build resilience capability, organisations need to develop a learning organisation mentality, and move the concept of organisational resilience away from technology to become a people-focused strategy. Organisations must change the mentality of using resilience to generate short-term financial gains and instead focus on long-term sustainability.
... McManus et al. (2008; p. 82) defined organizational resilience as "a function of an organization's overall situation awareness, management of keystone vulnerabilities, and adaptive capacity in a complex, dynamic, and interconnected environment" (28). ...
The pharmaceutical industry's performance in the global economy has been affected by the growing competition associated with globalization, economic liberalization, and the trade-related aspect of the intellectual property rights (TRIPS) agreement. To maintain performance, organizations need to consider strategic foresight (SF) and organizational resilience (OR) to anticipate future trends and survive crises. By proposing a conceptual framework, this study examines the relationship between organizational resilience, strategic foresight, competitive advantage (CA), and firm performance (FP). A conceptual framework was developed to assess the hypotheses in the pharmaceutical industry. Then, partial least squares structural equation modeling (PLS-SEM) was applied to investigate the relationships quantitatively. The results of structural equation modeling (SEM) based on the data generated from 202 completed questionnaires by the pharmaceutical companies in Iran demonstrate that OR, SF, and CA have significant positive impacts on FP. Moreover, CA partially mediates the relationship between OR and FP and also between SF and FP. The findings of this study enrich the existing literature by demonstrating that early detection of environmental change and resilient manner assist Iranian pharmaceutical firms to survive if joining the WTO. This is the first study that examines the direct and indirect effect of OR and SF on the FP, considering the mediating impact of CA. This investigation attempts to address the mechanisms through which OR and SF affect organizational performance, especially in the pharmaceutical industry.
İş dünyasının dinamik ve belirsiz çevresel şartları içinde ayakta kalmaya çalışan işletmeler açısından önemli konulardan birisi de örgütsel dayanıklılıktır. Bu çalışma, Türkiye’nin önde gelen işletmeleri arasından seçilen örneklem üzerinden örgütsel dayanıklılığı analiz etmeyi amaçlamaktadır. Araştırma döneminde BİST 100 işletmeleri listesinde yer alan, işlem hacmi yüksek beş işletme çalışmanın kapsamını oluşturmaktadır. Veriler ikincil düzey kaynak niteliğindeki faaliyet raporlarından toplanmıştır. Analiz aşamasında ise işletmelere dair bilgiler, kelime frekansları, belirlenen kategori ve kodlar aracılığıyla içerik analizi gerçekleştirilmiştir. Türkiye’de güçlü görülen işletmelerin örgütsel dayanıklılığı nasıl algıladığı ve bu anlamda neler yaptıklarının çözümlenmesi hem kavramın doğru anlaşılabilmesi hem de yeni nesil genç işletmelere öneriler içermesi bağlamında önemlidir. Araştırma sonucunda; çalışmaya dahil olan işletmelerin örgütsel dayanıklılıkları işletme yaşı, atlatılan krizler ve ayakta kalma yeterlilikleri nedeniyle yüksek görülmüştür. Ayrıca faaliyet raporlarında örgütsel dayanıklılık için önemli kriterler olan esneklik, çeviklik, kalite, farkındalık gibi kavramların sık kullanılmadığı, risk takibi ve uyum gibi kavramların ise öne çıktığı görülmektedir.
Örgütlerin dayanıklı olması için dayanıklılığın altında yatan süreçleri açığa çıkaran bir bakış açısı gereklidir. İş kaynaklı stresin çalışan davranışı ve çalışan verimliliği üzerindeki etkileri göz önünde bulundurulduğunda bireysel başarımla doğrudan ilgili stress süreçlerin de örgütsel dayanıklılığı etkilediği mutlaktır. Literatürde örgütsel dayanıklılık ve çalışanları yaşadığı iş kaynaklı stres arasındaki ilişkiyi açıklamak noktasında yeterli kuramsal ve ampirik araştırma bulunmamaktadır. Bu çalışmayla ilgili yapıları oluşturan faktörler arasındaki ilişkiler detaylı olarak incelenerek literatüre özgün bir katkı yapılması amaçlanmıştır. Araştırma kapsamında Afyonkarahisar ili şehir merkezinde faaliyet gösteren küçük ve orta ölçekli işletmelerde görev yapan 126 çalışana yüzyüze ulaşılmış ve tüm katılımcıların yanıtları analizde kullanılmıştır. Araştırmada verilen yapılar arasındaki ilişkileri ortaya koymak amacıyla için PLS-SEM yol analizi tekniğini kullanılmıştır ve literatür doğrultusunda oluşturulan hipotezler test edilmiştir. Sonuçlar iş kaynaklı stresin örgütsel dayanıklılık üzerinde, işten ayrılma niyetinin de örgütsel stres üzerinde anlamlı etkileri olduğunu göstermiştir. Sonuçlar aynı zamanda yöneticiler için örgütsel dayanıklılığın kazanılmasında çalışanların rolünün anlaşılması noktasında önemli ipuçlarına işaret etmektedir. Anahtar kelimeler: İş Kaynaklı Stres, Örgütsel Dayanıklılık, İşten Ayrılma Niyeti
With the challenges of the modern age, such as technological advancements (artificial intelligence, data analytics), complexity, and pandemics (COVID-19), resilient organisations must find better ways of surviving and ensuring sustainability. A gap exists in the literature on developing an organisational resilience framework and dimensions measurement model for the service industry aligned to digital transformation drivers. This paper identified organisational resilience components and dimensions to develop a conceptual Causal Loop Diagram (CLD) as a first step to establishing an organisational resilience framework. In this CLD, digital transformation drives environmental disruption that influences an organisation’s stability and resilience. This is influenced by dynamic internal organisational and external environmental changes, amplified by technology, innovation, and customer needs and expectations. With these causal relationships, this initial model may be helpful in practice to assist organisations in making well-informed decisions about their resilience strategy and, therefore, the organisation’s sustainability into the future.
In today's complex, changing and dynamic environment, the need to maintain survival and sustainable success has led many organizations to reconsider their business priorities and focus on adapting to business changes and responding appropriately to environmental requirements. In order to achieve this, the new concept called organizational resilience has entered the science of management, which is one of the important scientific topics in crisis management.The aim of this study was to develop a conceptual model of organizational resilience in Iranian sports organizations. The present study was carried out based on a qualitative method with Grounded Theory method with the approach of Strauss and Corbin. The statistical population of the study included academic sport experts, senior and middle managers of sports organizations, executive managers and experts of sports organizations with more than 20 years of experience. A total of 20 people participated in the interview process, selected through purposeful sampling. Data analysis was performed using Maxqda.12 software in three stages of open coding, axial coding and selective coding, and the qualitative research model was designed. The results indicated 322 codes/initial concepts and a total of 34 concepts together with 12 categories, which in the form of paradigm model include organizational resilience as a central category, Causal conditions (Planning and implementation, political causes, legal causes), contextual factors (economic causes, management system), intervention conditions (social attitude, cultural causes), strategies (financial actions, comprehensive approach) and consequences (reduction of financial losses, national and international successes, Socio-cultural benefits) were included.
Purpose
The purpose of this study is to explore the interplay among self-organization, networks and sustainable innovations within microfinance institutions (MFIs) and to examine the extent to which organizational resilience plays a significant role in shaping these dynamics as a mediator.
Design/methodology/approach
This paper adopted a cross-sectional research design combined with analytical and descriptive approach to collect the data. Smart partial least squares structural equation modeling (PLS-SEM) was used to construct the measurement model and structural equation model to test the mediating effect under this study.
Findings
The results revealed that organizational resilience is a significant mediator in the relationship between self-organization, networks and sustainable innovations among microfinance institutions in Uganda.
Research limitations/implications
The data for this study were collected only from microfinance institutions in Uganda. Future studies may collect data from other formal financial institutions like commercial banks and credit institutions to test the mediating effect of organizational resilience. More still, the study adopted only a single approach of using a questionnaire. However, future research through interviews may be desirable. Likewise this study was cross-sectional in nature. Therefore, a longitudinal study may be useful in future while investigating the mediating role of organizational resilience traversing over a long time frame.
Practical implications
A possible implication is that microfinance institutions which desire to have sustainable innovative solutions for their business operations in disruptive circumstances may need to scrutinize their capacity to be resilient and self-organize.
Social implications
Microfinance institutions play a great role to the underserved clients. Thus, for each to re-organize to be able to provide services that meet users’ needs, without physical products so as to ensure long-term financial and social welfare combined with the ability to bounce back and adapt in times of economic downturn to avoid mission adrift.
Originality/value
While most studies have been carried out on organizational resilience, this paper takes center stage and is the first to test the mediating role of organizational resilience in the relationship between self-organization, networks and sustainable innovations, especially in microfinance institutions in Uganda. This paper generates strong evidence and contributes to the powerful influence of organizational resilience in enhancing the level of sustainable innovations based on self-organization and networks.
Organisational resilience (OR) is an organisation's ability to anticipate issues ahead of time and develop a plan for handling identified problems. The ResOrgs Disgnostic is one typical tool used to measure the status of OR. The pandemic has dictated the need for amendments to existing measures of OR. This paper explores how a new measure was developed. The criteria of resilient organisations (ResOrgs) advocated by McManus (2007) was used with additional factors extracted from the literature. Constructs which were prominently used from 2001 to 2022 for OR were added to the ResOrgs criteria, and a survey designed around these new criteria. This amended measure was then pilot tested using a sample of Trinidad and Tobago (T&T) manufacturers. Statistical Package for the Social Sciences (SPSS) was used to conduct validity and reliability checks on the pilot responses received. Firstly, to determine if data was suitable for factor analysis, Bartlett's Test of Sphericity (x2) and Kaiser-Meyer-Olkin measure of sampling adequacy (MSA) was used at a significance of <0.05. Thereafter, exploratory factor analysis (EFA) was then performed using principal component analysis and varimax rotation. The minimum factor loading criteria was set to 0.50. The communality of the scale, which indicates the amount of variance in each dimension, was also assessed to ensure the acceptable levels of explanation. Factors with loadings <0.5 were removed from the measure. Cronbach Alpha was used to determine reliability of the constructs. All Cronbach Alpha were above 0.8 which was considered very reliable. Moreover, a revised validated questionnaire was developed where several variables were removed and restructured. This paper presents the validation results of a survey-based pilot study. Whilst OR measure and models has gained attention in the literature, the development and validation of an OR measure after the pandemic is the originality of this paper.
Resilience has become an attractive proposition in many organisations seeking to perform well under adversity and uncertainty in a dynamic and changing operational environment. We developed a survey tool to measure organisational resilience and implemented it in several large training establishments. The gap between the training organisations' actual and desired resilience was identified through analysis of the survey's quantitative responses. The survey's qualitative (free‐form) responses underwent inductive (thematic) and deductive (resilience attribute allocation) analysis to expand our understanding of training establishment problems and possible solutions from the survey participants' perspectives. Here we applied the House of Quality (HOQ) approach to prioritise the solutions to the organisational issues identified from the qualitative responses to align those with the organisational resilience attributes' priorities. The organisational resilience attributes were prioritised in another round of HOQ application to align them with the importance scores of the organisation‐specific resilience requirements. We used the results from our two HOQ rounds to create an optimal path (response) to move from actual to desired organisational resilience, demonstrated in a survey‐based resilience case study conducted in a large Defence training establishment.
Although ‘VUCA’ is not a new term, the features of the world it describes, a volatile, uncertain, complex and ambiguous environment, have never been more valid. The VUCA world has become the new reality for business, specifically for hospitality and tourism organizations that are more vulnerable than any other sector due to the historically-recognized turbulent environment in which they operate. In this book, the authors present unique factors that make hospitality and tourism organizations resilient in the VUCA world. With contacts at the center of their hospitality and tourism organizational resilience model, the organizational and psychological perspectives are also incorporated. This innovative volume tests the model of organizational resilience in hospitality and tourism organizations. The study identifies and validates organizational and individual factors that create a resilient organization in the hospitality and tourism sector. It will be of interest to researchers, academics, practitioners, and advanced students in the fields of organizational studies, strategic management, hospitality, and tourism management.
This paper explores the relationships between marketing strategies, social media platforms, the adoption and diffusion of products and services, and organizational resilience to gain an understanding of the ability of organizations to cope with disruptive events (e.g., COVID-19). This can be achieved through effective marketing strategies and the efficient use of social media platforms. In fact, resilience thinking can help organizations maintain their operations by increasing the adoption and diffusion of their products and services through the use of effective marketing strategies. To achieve this article’s objectives, a literature review is conducted to help develop a conceptual framework that highlights a clear relationship between the previously discussed concepts. In addition, the novel nature of the relationship between marketing strategies and organizational resilience is dissected and its significance for organizations is demonstrated. In fact, the findings of this study suggest that effective marketing strategies that consider the "what," "who," and "how" dichotomies and the efficient use of social media to promote the adoption and diffusion of products and services can significantly enhance the resilience of organizations. These relationships can serve as a starting point for further studies examining and empirically analyzing marketing strategies and their positive effect on strengthening organizational resilience.
An organization's performance can be led by implementing a management approach called "business excellence." However, the European Foundation for Quality Management (EFQM) and the Malcolm Baldrige National Quality Award (MBNQA) are the two most well-known excellence models. Prior to the Covid-19 outbreak, there was no significant crisis within a decade that put those business excellence principles to the test. This paper looks for a conceptual framework that connects business excellence dimensions and performance with business resilience as a mediator. In this study, three concepts—business excellence, business resilience, and business performance—are conceptually linked. This paradigm should be empirically evaluated in the Qatari companies and looked at from various cultures and markets in order to do more research.
Evaluating contemporary business changes against the backdrop of the concept of turbulent business environment presented by Ansoff in the ’70s allows us to identify a new way of interpreting Ansoff’s description of turbulence as the key characteristic of the business environment. The new business landscape, described by VUCA (volatility, uncertainty, complexity and ambiguity, BANI (brittle, anxious, nonlinear, incomprehensible) or RUPT (rapid, unpredictable, paradoxical, tangled) acronyms, is complex, illegible and intensified by COVID-19 and the war in Ukraine. It results in shortening the life-cycle of the organisation as well as the importance needing to be attributed to an organisation’s predisposition towards remaining resilient in the face of turbulence. The paper is based on primary research and aims to identify the role of marketing in contemporary business environment and future development in the context of the idea of resilient organisations. The identified business challenges are addressed using the described marketing functions - ‘customer advocacy’, ‘business owner’ and ‘professional manager’.
El impacto provocado por la COVID-19 y sus efectos en la economía nacional puso en evidencia la poca o nula capacidad de las empresas para sobrellevar esta situación causando el cierre temporal y, en algunos casos, definitivo en diversos sectores. Ante esta situación, el presente estudio tiene como objetivo determinar la validez y confiabilidad de un instrumento para medir la resiliencia empresarial en pequeñas y medianas empresas a partir de la percepción de sus directores, gerentes, encargados y/o propietarios. La metodología se basa en un enfoque cuantitativo, de alcance exploratorio y diseño no experimental. El instrumento se compuso inicialmente de 48 ítems agrupados en tres dimensiones de las capacidades resilientes: previsión, adaptación y recuperación, el cual fue aplicado a una muestra de 346 empresas establecidas en Ciudad del Carmen, Campeche, México. De acuerdo con los resultados se concluye que, el instrumento analizado cumple los criterios de confiabilidad y validez de constructo, destacando la reducción a 20 ítems con cargas factoriales entre 0.556 y 0.811 agrupados en tres factores que explican el 66.97% de la varianza total.
Purpose- The tourism industry is one of the most fragile and vulnerable economic industries in the world, crisis and disasters on the other hand are inevitable, and this issue has made resilience a key concept for tourism organizations. Therefore, outlining catastrophes, understanding the concept of resilience, and knowing how to improve organizational resilience in tourism during a crisis is momentous. This paper aims to review some of the academic literature on, researchers in the field of tourism who have begun to study the theory of destination management organizations to address critical events.
Methodology- The research approach is an applied qualitative method and descriptive-survey type. It is based on evidence gathered through a systematic literature review and bibliography technique.
Findings- The concepts illuminate the main elements of organizations' resilience in tourism and identify strategic indicators for improving or increasing resilience in these organizations in times of crisis.
Conclusion- The paper provides an accessible exploratory review of how academics, businesses, and companies of tourism should react and behave during crises and disasters, and focuses on the concepts of resilience.
The COVID-19 pandemic’s characteristics, including how quickly it spread, and the emergence of new virus variations, raise serious questions about the pandemic’s potential repercussions and complications in the food and beverage industry, among other industries. The global COVID-19 pandemic highlights the pressing need to reconsider how we manufacture and market food and beverage goods. During the epidemic, SMEs must build organizational resilience (OR) in order to recover economically, socially, and communally. Relational capital (RC) is a crucial factor that can be deployed by SMEs to acquire the resources existing in the external networks to adapt to disturbances; however, the impact of RC on the resilience of Egyptian food and beverage SMEs is under-examined. Additionally, it is unclear how RC promotes organizational resilience. In this regard, we argue that social interactions and regular communication can let an SME and its business partners exchange information and best practices, thereby enabling it to immediately establish backup plans to deal with the disruption. In order to achieve our aim, we investigated how relational capital affected organizational resilience both directly and indirectly through environmental scanning, utilizing partial least squares structural equation modeling (PLS–SEM).The results from 217 Egyptian food and beverage SMEs demonstrate that relational capital directly and positively affected organizational resilience. Besides, the RC–OR relationship is partially mediated by environmental scanning. Our current study, therefore, adds to the extant literature through being one of the few studies to address the topics of relational capital and resilience altogether during crisis times within a developing country, an issue that has not been sufficiently investigated in exiting literature. Moreover, our current study is the first one to empirically investigate the role of relational capital in facilitating environmental scanning activities of SMEs to ultimately foster their resilience. Our results, thus, prove that a large amount of information relevant for recovery are inherent within an SME’s external relations network. We provide implications for theory and practice.
Purpose
This study aims to examine the impact of environmental scanning on organizational resilience through organizational learning based on organizational information processing theory (OIPT) in Egyptian small and medium-sized enterprises (SMEs) during the COVID-19 pandemic. Furthermore, this study aims to examine the moderating role of environmental uncertainty in this relationship.
Design/methodology/approach
The data for the mediation analysis was obtained using a cross-sectional design. Using a self-administered questionnaire, the authors collected data from a sample of 249 Egyptian SMEs. The authors tested the hypotheses using the smart partial least square structural equation modeling approach.
Findings
Organizational learning affects organizational resilience. Environmental scanning does not have a direct effect on organizational resilience. However, organizational learning fully mediates the relationship between environmental scanning and organizational resilience. Furthermore, environmental uncertainty does not moderate the indirect relationship between environmental scanning and resilience.
Research limitations/implications
The sample included only Egyptian manufacturing SMEs. The results in the service sector and in other countries may differ. This study was cross-sectional, which was limited in its ability to trace the long-term effects of environmental scanning and organizational learning on organizational resilience.
Practical implications
Egyptian SMEs’ managers should experience organizational learning as a pathway for environmental scanning to build organizational resilience.
Originality/value
To the best of the authors’ knowledge, this study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and the moderating role of environmental uncertainty in this relationship.
Abstract: Collective mindfulness acts as an infrastructure of high reliability organizations (HROs), which are organizations that can cope with unexpected events effectively. Organizational resilience describes the ability of organizations to bounce back, adapt, and recover from unpredictable events. Organizational resilience and collective mindfulness are inextricably connected and have specific characteristics related to responding to challenging occurrences. The purpose of this study was to explore the factors of organizational resilience and evaluate the relationship between collective mindfulness and organizational resilience in HROs in times of crisis. A total of 355 usable cross-sectional questionnaires from police officers working in Thailand were used for data analysis. The Mindful Organizing Scale (MOS) was employed to quantify collective mindfulness. The shortened version of the benchmark resilience tool (BRT-13b) was used to test organizational resilience. The structural equation modeling (SEM) method, through Analysis of Moment Structure (AMOS), was employed to test the relationship. The current study findings revealed that planning and adaptive capacity are the core components of organizational resilience. Moreover, collective mindfulness has a positive influence on planning and adaptive capacity in a high reliability organization. The implications and limitations of these findings are discussed in this paper, along with suggestions for future research.
Keywords: Collective mindfulness, Organizational resilience, High reliability organizations, Crisis
In the era of high uncertainties, all businesses, including state-owned enterprises, are trying to be resilient, be able to absorb the negative impacts caused by the changes, adjust, rebound, and then thrive and success after the disruptions. This study aims to examine to what extent risk management and alliance management capabilities promote enterprise resilience among Indonesian state-owned enterprises using dynamic capability theory. Analysis was done using SPSS and Structural Equation Model – Partially Least Squares on 322 valid questionnaires that were received via an online survey from the boards of directors and senior management of state-owned enterprises and their subsidiaries. The study discovered that alliance management capabilities have a significant positive effect on enterprise resilience and risk management practice. Furthermore, the findings show that risk management contributes significantly to the formation of enterprise resilience and act as a mediator between alliance management capabilities and enterprise resilience. Thus, enterprise resilience can be developed by having the ability to form and manage alliances effectively and efficiently, as well as practicing risk management, which allows a firm to anticipate and plan mitigation actions in the face of an uncertain and disruptive situation.
Acknowledgment We acknowledge the Ministry of Higher Education Malaysia for HICoE Research Funding, Accounting Research Institute (ARI), Universiti Teknologi MARA, Malaysia, Universitas Indonesia, Indonesia, for all support and resources.
This thesis studies risk culture in the context of a multinational company. The explanation of the key concepts of risk culture is what helped us to define our research subject, which is still in its infancy. The concept is also difficult to research because it represents multiple ambiguities, we were however able to find a solution to that problem. To reduce the impact of the ambiguousness of the subject, we based our research on organizational theories, and we defined two organizational aspects: formal and informal. Therefore, we approach risk culture by formal and informal aspects and by its manageability. In order to answer to our research question, we adopt the methodology based on one case study. Indeed, our thesis studies one multinational Canadian company where we spent 18 months in the field at its headquarters. We performed 45 interviews with presidents, vice presidents and directors, additionally we participated in risk assessment workshops and we worked with multiple functions related to risk management activities. Our results emphasize that risk culture needs an equilibrium between formal and informal aspects. We also show two different ways how risk mangers influence risk culture creation inside the company. Our thesis encourages future research on risk culture and on the development of that research subject.
This article defines social resilience as the ability of groups or communities to cope with external stresses and disturbances as a result of social, political and environmental change. This definition highlights social resilience in relation to the concept of ecological resilience which is a characteristic of ecosystems to maintain themselves in the face of disturbance. There is a clear link between social and ecological resilience, particularly for social groups or communities that are dependent on ecological and environmental resources for their livelihoods. But it is not clear whether resilient ecosystems enable resilient communities in such situations. This article examines whether resilience is a useful characteristic for describing the social and economic situation of social groups and explores potential links between social resilience and ecological resilience. The origins of this interdisciplinary study in human ecology, ecological economics and rural sociology are reviewed, and a study of the impacts of ecological change on a resourcedependent community in contemporary coastal Vietnam in terms of the resilience of its institutions is outlined.