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Purpose This paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward. Design/methodology/approach The paper is based on a quantitative empirical study to support the structural perspective of organizational resilience and investigate the relationships among the dimensions to test the above hypothesis by applying confirmatory factor analysis (CFA) and structural equation modelling (SEM) methods. Findings The results confirmed three models that could be adopted to assess organizational resilience. The first model endorsed endogenous positive interrelationship among all three dimensions. The second model indicated that bounce-back dimensions, i.e. network and leadership and culture, have endogenous effects. Only the leadership and culture dimension is positively associated with a bounce-forward, i.e. change-ready and learning dimension. And the third model demonstrated that the network dimension is linked to leadership and culture, which is linked to the change ready and learning dimension. Originality/value This study attempts to provide empirical evidence identifying the links between the bounce-back and bounce-forward stages of organizational resilience. These results contribute to the development of organizational resilience theory, confirming the conceptual statements that resilience is the ability to return to the routine and to adapt to the changing environment by overcoming dynamic events, stressing the idea of the importance of enhanced learning capacity, which allows for growth by constantly learning from oneself by gaining unique experiences.
... Finally, we replaced SCR with a different dependent variable, bounce forward, which refers to a firm's ability effectively respond to and evolve to a better stage from supply chain disruptions (Bartuseviciene et al. 2022). In the context of supply chain disruptions, the bounce forward is closely related to resource configuration and could be equally influenced by different types of slack resource balancing (Dickens et al. 2023). ...
... This variable was measured with four items (Cronbach's α = 0.829), indicating that a firm's supply chain evolves to a new operational state by learning during supply chain disruptions . Bartuseviciene et al. (2022) also established a link between bounce forward ...
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The frequency of supply chain disruptions highlights the importance of supply chain resilience (SCR). Although previous studies have shown that slack resources can effectively contribute to SCR, the configuration of absorbed and unabsorbed slack resources remains unexplored. This study bridges this gap by examining how the balance and absolute levels of absorbed and unabsorbed slack resources, as well as their imbalanced directions (over-absorbed or over-unabsorbed), influence SCR. Employing polynomial regression and response surface analyses on a sample of 272 firms, our findings suggest that SCR is stronger when absorbed and unabsorbed slack resources are balanced rather than imbalanced. In addition, when balanced, SCR becomes stronger as the absolute levels of absorbed and unabsorbed slack resources increase. Interestingly, SCR is more adversely affected in a high-absorbed and low-unabsorbed state than in the reverse. Furthermore, network heterogeneity enhances the positive impact of this balance on SCR. This study innovatively introduces ambidexterity theory into the field of slack resources, deepening the understanding of the relationship between slack resources and SCR. At the same time, network heterogeneity is incorporated into the analytical framework, emphasizing the impact of external environmental factors on firms’ internal operations. This study provides direction for firms in coping with supply chain disruptions from a resource perspective, emphasizing the balance of internal slack resources and the interaction between internal resources and external environment, which has strong practical implications.
... Furthermore, resilience cultivates a work atmosphere that promotes open and unbiased discussions as a means of addressing issues. Resilience enhances individuals' ability to acknowledge and acclimatize to vicissitudes [59]. Proficiency in this talent is crucial, as it allows individuals to swiftly adjust to changes in the workplace and resume work with minimal interruption. ...
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This study explores the dynamics of organizational politics, employee resilience, person-job fit, and turnover intentions among health workers in Ghanaian public and private hospitals, all under the framework of the person-environment fit theory. The convenience sampling technique was used to collect data from 371 participants across six distinct regions of Ghana. The collected data were analyzed using partial least squares structural equation modeling. This study indicates that organizational politics have a significant positive impact on turnover intentions and employee resilience, and higher resilience is linked to a lower inclination to leave. This study found that employee resilience partially mediates the relationship between organizational politics and turnover intentions. Furthermore, it was discovered that person-job fit moderates the relationship between organizational politics and both inclination to leave and resilience. These findings highlight the importance for health service administrators to foster staff resilience and person-job fit while addressing organizational politics through open communication and equitable decision-making.
... In a broad term, organizational resilience is defined as an organization's ability to adapt and resume normal operations following shocks or threats, and to use the lessons learnt as a driving force to bounce back and move ahead. 21 Liu et al. 1 proposed that organizational resilience comprises a complex multilayered architecture with two intertwined core domains namely the dynamic and static views. The dynamic approach sees organizational resilience as a capability that develops over time, while the static view sees it as an ideal attribute of an organization from a functional and outcome perspective. ...
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Background The COVID-19 pandemic being a systemic crisis shocked the world and underscored the critical need for organizations to reimagine, reallocate, and reposition their resources to ensure survival and resilience. An organization’s resources, particularly human capital, are crucial elements of its success and adaptability in the face of such challenges. The difficulties in obtaining external assistance during the pandemic have further highlighted the importance of innovative strategies like employee-centered CSR (ECCSR) in managing and optimizing organizational resources. Recent studies emphasize the strategic role of ECCSR in bolstering resilience, with a focus on leveraging human capital effectively. Objective This study addresses several key objectives. First, it seeks to establish the interrelation between the four types of organizational resources (i.e., economic, human, physical, and social capital) and organizational resilience. It also aims to unveil the connection between employee-centered CSR (ECCSR) and organizational resilience, as well as to examine the relationship between ECCSR and workplace well-being. Additionally, the study investigates the link between workplace well-being and organizational resilience, and lastly, it explores the mediating role of workplace well-being between ECCSR and organizational resilience. Methods This study utilized a quantitative research design and employed a purposive sampling technique. The direct and indirect relationships among organizational resources, organizational resilience, ECCSR, and workplace well-being were analyzed using a variance-based structural equation modeling approach. Results The results revealed that among the four types of organizational resources, human capital is the most vital resource for organizational resilience. The findings also affirmed the emerging importance of ECCSR for organizational resilience, directly and indirectly through workplace well-being. Conclusions The study concludes that in times of crisis when organizations think outside the box by reimagining their situation and reallocating internal resources, such as human capital, they can buffer external shocks. This approach enables organizations to reposition themselves to withstand challenges and develop a strategic competitive advantage. Additionally, the study finds that the presence of ECCSR can cultivate positive employee well-being and organizations can benefit from the reciprocal gains that help them navigate difficult times more effectively. Implementing ECCSR not only fulfills an organization’s role as a responsible employer but also fosters workplace well-being, ultimately strengthening organizational resilience.
... On the other hand, the indirect mediation effect concerning results in innovativeness being larger in crisis time could be due to companies' strategic responses to navigate through challenging circumstances (Loon et al., 2020). After all, the literature emphasizes that different environments require different strategies to match resources with opportunities or threats (Wei and Lau, 2010;Bartuseviciene et al., 2024;Aguilera et al., 2024), particularly when innovativeness is considered (c.f. Luna-Arocas, 2023). ...
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Purpose The main goal of the article is to identify, analyze and evaluate the mediating role of HRM outcomes in the relationships between employee retention (ER) and company performance results, with a specific focus on discerning any shifts or differences in this mediation across non-crisis and crisis times in the foreign subsidiaries of MNCs. Design/methodology/approach The empirical research covered 200 MNCs headquartered in Central Europe. A Computer-Aided Telephone Interviewing (CATI) method was used for data collection. The raw data was adjusted using the Efficiency Index (EI) to accurately represent the relationships between the variables under study. The research hypotheses were examined, and the mediating effects were assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). Findings The research findings provide valuable insights by exploring the mediating role of HRM outcomes between ER and company performance results, highlighting HRM’s crucial role in enhancing results in finance, innovation and quality, particularly during crises. They underscore the strategic importance of HRM in fostering organizational resilience and innovation. Originality/value The study offers a new methodological contribution through introducing the EI for a precise quantitative evaluation of the relationships between ER, HRM and company performance results. However, the greatest added value of this article is the creation of the ER-HRM Mediation Theory of Organizational Resilience through Innovativeness in Crisis.
... In this regard, some studies have argued that organizational resilience goes beyond a mere act of adaptation. In detail, the "bouncing-forward approach" argues that resilience is the ability to react positively to a traumatic event by developing new skills (Bartuseviciene et al., 2022). Therefore, a shock impacting an organization is not seen as an obstacle but as an opportunity to improve on the initial state (e.g., Manyena et al., 2011). ...
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The theme of organizational resilience has been acquiring relevance for some time to date due to the health crises and geopolitical tensions that have marked the last years. Understanding which drivers helped ensure business continuity during such crises can subsequently help managers prepare for future challenges or shocks. Answering the call for an aggregate analysis of the drivers of organizational resili-ence, this study identifies three main categories: the first one focuses on the hu-man characteristics of the business community; the second focuses on the role played by management control systems, and the third one points to the external support of consultants and stakeholders. This framework is applied to a case study of a not-for-profit organization (FASI – Fondo Assistenza Sanitaria Integrativa) that operates in the healthcare assurance sector and was strongly impacted by the Covid-19 pandemic. The results of this study reaffirm the multilevel essence of organizational resilience. In more detail, the policies adopted by the company to face different challenges led to the achievement of three different types of resili-ence: reactive behavior – bouncing-back to the previous equilibrium (type 1), adaptive behavior – bouncing-forward to a higher level of equilibrium (type 2), and proactive behavior – preparing for a possible future shock (type 3).
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The present study explores the process of agile transformation and the implementation of agile work practices in industrial companies, outlining an appropriate theoretical conceptual framework for the agile transformation of organizations. The purpose of this research is to discuss theoretical approaches explaining agile transformation and agile work practices in industrial companies, to present a conceptual framework, and to assess the effectiveness of the framework on the example of selected German industrial companies. For the research, a descriptive research design was chosen to substantiate the structural perspective of agile transformation and agile work practices in industrial companies and to reveal the interaction between these dimensions, while seeking to present the conceptual framework. A qualitative research strategy with semi-structured interviews was applied. This article proposes a concept of agile transformation of industrial companies, encompassing new insights. Agile transformation is referred to as the ability of companies to remain stable by employing agile work practices, preparing for and adapting to changes in the new environment while stressing the importance of the selected leadership style within the context of the organizational culture, and finally, using the experience gained to strengthen the agile transformation competencies and emphasizing the leadership of the managers as they perform a decisive role in implementing agile transformation in the company, managing the agile work practices and uncertainty. At the end of the article, a conceptual framework is presented that reflects the key structural parts. The conceptual framework was validated on the example of selected five strongest German industrial companies. Expert assessments revealed the choice of the leader as trainer (as the most suitable leadership type) and its effect on the implementation of agile transformation in the company, seeking to navigate to an agile way of working (when the manager helps identify the areas of improvement in agile work methods and processes). The experts also highlighted the effectiveness of agile work practice implementation (allowing to suggest expansion opportunities for industrial companies, enabling the effectiveness and sustainable competitiveness in the sector) and noted the interaction between the two dimensions.
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Forestry listed companies are an important force in the development of the forestry industry, and their human capital level is related to organizational innovation driving ability, comprehensive performance, and thus affects the development of the forestry industry. There is little existing research on this topic. From the perspective of organizational resilience improvement, this article constructs an evaluation index system for human capital of Chinese forestry listed companies based on the annual report data of 61 Chinese forestry listed companies, focusing on knowledge human capital, capacity human capital, and proactive human capital. On the basis of determining the weights of each indicator in the evaluation index system using analytic hierarchy process and entropy value method, the final weights are determined using the combined weights method. Obtain a comprehensive evaluation value of the human capital level of each forestry listed company and conduct cluster analysis on this basis. In terms of research objects, this article focuses on human capital of forestry listed companies; In terms of research content, establish a systematic evaluation index system; At the research level, quantitative analysis was conducted to achieve innovation. The research results indicate that the comprehensive evaluation value of the overall human capital level of each forestry listed company has a maximum value of 0.8245 and a minimum value of 0.0801, with an average score of only 0.2692. Overall, there is room for improvement. A total of 56 companies were relatively average and poor, reaching 92%. The overall human capital of forestry listed companies is relatively low, which is closely related to the weakness, core competitiveness, and high risk of forestry. Therefore, the following policy recommendations are proposed: attach importance to the reserve of knowledge-based human resources and increase the proportion of employees with junior college degree or above in total employees; strengthen the construction of talent for technological breakthroughs and increase the proportion of R&D technicians ; pay attention to the improvement of the abilities of senior executives, directors, and supervisors, and optimize the structure of professional and technical titles; appropriately increase employee compensation levels and enhance employee proactive human capital utilization.
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This study draws on archival sources to investigate the ways in which management control may contribute to and support organizational resilience by analyzing crises from the National Aeronautics and Space Administration's (NASA) Apollo (1961–1972) and Space Shuttle (1972–2011) programs. Both programs suffered significant events with tragic consequences. A fire killed three astronauts during a launch rehearsal test of Apollo 1 . During the Space Shuttle program, the Challenger broke apart shortly after launch, and the Columbia disintegrated upon re‐entering Earth's atmosphere; both tragedies resulted in the death of all seven crew members. NASA's recovery from the three disasters and subsequent achievements exemplifies organizational resilience. This study analyzes and discusses how management control contributed to such efforts, which enabled the space programs to rise like a phoenix from the ashes of crises which could have very well led to the abandonment of the United States’ spacefaring endeavours.
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Despite the work of several researchers in revealing organizational innovation capability, research that integrates human resource management practice (HRMP) and the knowledge management (KM) model in building creativity is still underdeveloped. Therefore, this study examines the nexus between HRMP, KM, and creativity, and its influence on organizational innovation capability in small and medium enterprises (SMEs). This study analyzes data collected from 405 respondents from the managerial level of 135 woodcraft SMEs in Indonesia by employing the partial least square SmartPLS 3.2.7 method. The results show that HRMP, KM, and creativity significantly influence organizational innovation capability. Meanwhile, KM has no significant influence on organizational innovation capability. Another important finding is that creativity is a double mediator in the mediation mechanism tested in this research. Furthermore, this research helps managers to: optimize HRMP when seeking creative employees to boost innovation capability; develop analytical skills to improve KM practices; and realize that KM not only signifies knowledge acquisition, but also greatly establishes metacognitive strategies for adopting, disseminating, and creating new ideas. This research also discusses the associated limitations.
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The COVID-19 pandemic has fundamentally impacted the restaurant and bar industry. Simultaneously, this industry is already undergoing structural change. Using the concept of organisational resilience, we analyse the impact of the COVID-19 crisis on owner’s assessment of resilience in the German restaurant and bar industry. Findings from an online survey with 623 owners and managers show that ex-ante business problems, and financing by loans or credit, reduce the likelihood of owners perceiving their business as resilient; while, delivery and takeaway service, ownership of property and higher age of owners, increase the likelihood of enterprise resilience. The paper contributes to understanding how restaurants and bars absorb and cope with the COVID-19 crisis. Furthermore, we make recommendation for future research on the recovery and adaptability of the business sector.
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Purpose The purpose of this paper is to arrive at a general definition of an HPO and a (practical) way to measure an HPO. Managers are looking for techniques to strengthen their organizations in a way that they cannot only cope with threats but could also quickly take advantage of opportunities, and thus, grow and thrive. The academic and especially the practitioner fields reacted on this “thirst for high performance knowledge” with a plethora of books and articles on the topic of high performance organizations (HPOs). These publications each came with their own description and measurement of HPOs, which created a lot of confusion among practitioners. Design/methodology/approach In this study the following reserach question is answered: how can an HPO be defined and its performance measured? So that with the answer, this paper can take away the aforementioned confusion. This paper does this by conducting an extensive systematic review of the literature on HPO, after which this paper synthesizes the findings into a proposal on how to define and measure the HPO. Findings This paper was able to obtain from the literature a list of definitions and measurements for an HPO. The common denominator in these definitions and measurements turned out to be respondents given their opinion on the effects of the organizational practices they apply on organizational performance vis-à-vis that of competitors. This paper concluded therefore that an HPO should be defined and measured relative to competitors and should be based on the perception of managers and employees of the organization: An HPO is an organization that achieves results that are better than those of its peer group over a longer period of time. Research limitations/implications With the answer on the research question, this paper fills the current gap in the definition and measurement literature on HPOs, and thus, has moved the research into HPOs forward, as researchers can use these research results in their future studies on high performance and HPOs. Originality/value Although there is a plethora of literature on high performance and HPOs no univocal definition and measurement of the HPO can be found. This study provides for the first time an academically well-founded definition and measurement method.
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