Hotel Organizational Resilience: A Dynamic Capabilities Framework

IntroductionThis paper presents a structured review of the use of crisis management, specifically examining the frameworks of surge capacity, resilience, and dynamic capabilities in healthcare organizations. Thereafter, a novel deductive method based on the framework of dynamic capabilities is developed and applied to investigate crisis management in two hospital cases during the COVID-19 pandemic.BackgroundThe COVID-19 pandemic distinguishes itself from many other disasters due to its global spread, uncertainty, and prolonged duration. While crisis management in healthcare has often been explained using the surge capacity framework, the need for adaptability in an unfamiliar setting and different information flow makes the dynamic capabilities framework more useful.MethodsThe dynamic capabilities framework’s microfoundations as categories is utilized in this paper for a deductive analysis of crisis management during the COVID-19 pandemic in a multiple case study involving two Swedish public hospitals. A novel method, incorporating both dynamic and static capabilities across multiple organizational levels, is developed and explored.ResultsThe case study results reveal the utilization of all dynamic capabilities with an increased emphasis at lower organizational levels and a higher prevalence of static capabilities at the regional level. In Case A, lower-level managers perceived the hospital manager as brave, supporting sensing, seizing, and transformation at the department level. However, due to information gaps, sensing did not reach regional crisis management, reducing their power. In Case B, with contingency plans not initiated, the hospital faced a lack of management and formed a department manager group for patient care. Seizing was robust at the department level, but regional levels struggled with decisions on crisis versus normal management. The novel method effectively visualizes differences between organizational levels and cases, shedding light on the extent of cooperation or lack thereof within the organization.ConclusionThe researchers conclude that crisis management in a pandemic, benefits from distributed management, attributed to higher dynamic capabilities at lower organizational levels. A pandemic contingency plan should differ from a plan for accidents, supporting the development of routines for the new situation and continuous improvement. The Dynamic Capabilities framework proved successful for exploration in this context.

PurposeIn the current highly volatile and uncertain economic environment, recovery strategies that emphasise attributes and skills are essential for an enterprise to recover and adapt to disruptions. Based on the resource-based view (RBV), this study aims to understand how organisational resilience functions and its outcomes. Specifically, this study establishes links between organisational resilience and internal capabilities in information technology (IT) applications, exploitation-exploration activities and organisational leadership, which are represented by IT competencies, organisational ambidexterity and paradoxical leadership, respectively. The study also analyses the role of government digital transformation policies after the COVID-19 pandemic as an external resource.Design/methodology/approachThis study provides empirical evidence of the dynamic relationships between organisational resilience, ambidexterity and performance under the interactions IT competencies, digital transformation policies and paradoxical leadership by using data collected from 336 small- and medium-sized enterprises (SMEs) in Vietnam and the partial least squares-structural equation modelling technique.FindingsIT competencies and organisational ambidexterity strengthen organisational resilience, reduce missed opportunities and increase organisations’ responsiveness to market volatility. Increasing organisational ambidexterity and resilience enhances the business performance of SMEs. Paradoxical leadership favours organisational ambidexterity and resilience and their outcomes. Digital transformation policies from the government can support SMEs’ IT competencies and resilience.Originality/valueTo the best of the authors’ knowledge, this study based on the RBV is the first to show how integrating external resources with dynamic capabilities such as organisational ambidexterity and resilience can help SMEs build and maintain a sustainable competitive advantage in highly uncertain environments. This research emphasises the vital role of organisational resilience in improvising changes in working processes in response to unexpected events and the importance of a strategy for developing the capability to anticipate a wide variety of situations and seize opportunities quickly.

This study addresses the compelling need for emerging-market business organizations to excel in turbulent environments. Drawing upon a dynamic capability framework, we delve into organizational mindfulness, resilience, and performance dynamics within emerging-market contexts. Through a moderated mediation model, we investigate the impact of organizational mindfulness on organizational performance, which is mediated by organizational resilience. Additionally, we explore the moderating role of digitalized management accounting systems (MASs) use in enhancing the relationship between organizational mindfulness and organizational resilience. Utilizing partial least squares structural equation modeling (PLS-SEM), we analyze data from a two-phase survey involving 441 managers in Vietnamese organizations. Results confirm organizational resilience as a vital mediator between organizational mindfulness and organizational performance, and digitalized MAS use positively moderates the effect of organizational mindfulness on organizational resilience. This research adds to the literature on the interface between mindfulness and resilience and informs practical strategies for navigating uncertainty. By studying the interplay among mindfulness, resilience, and digitalization, we provide guidance for emerging-market organizations aiming to respond to environmental turbulence successfully.

The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors

Circular economy practices as a shield for the long-term organisational and network resilience during crisis: Insights from an industrial symbiosis

As a global public health emergency, COVID-19 has brought uncertainties to the survival and development of new ventures, as well as challenges to the organization’s crisis management capabilities and effective leadership capabilities. Organizational resilience, as a dynamic organizational capability that helps enterprises recover from a crisis, emphasizes the ability of enterprises to adapt, change and rebound after a crisis. The improvement of organizational resilience can enable enterprises to effectively respond to crises and achieve sustainable development. Facing the unpredictable entrepreneurial environment, how to improve the management capability of new ventures and combine limited resources with dynamic opportunities is a topic worthy of further exploration. Entrepreneurial leadership, as a new type of leadership that integrates entrepreneurial spirit and leadership, can create a vision to inspire subordinates, lead enterprises to clarify innovation paths, and explore and develop opportunities. Entrepreneurial leadership is considered as an effective leadership style to lead new ventures to deal with external uncertainties and resist the crisis.Under the guidance of dynamic capability framework, this paper aims to explore how entrepreneurial leaders interact with organizational resilience in a complex environment and promote venture performance in combination with the actual situation in China. Through a questionnaire survey and data analysis of 213 entrepreneurs and senior managers of new ventures in the Yangtze River Delta, this study finds that:（1）Entrepreneurial leadership has a positive impact on the performance of new venture.（2）Entrepreneurial leadership positively affects organizational resilience, and the improvement of entrepreneurial leadership is conducive to enhancing the organizational resilience of enterprises.（3）Entrepreneurial leadership can positively affect the performance of new ventures by improving the organizational resilience of enterprises.（4）Changes in the external environment will also affect this relationship, that is, the stronger the entrepreneur’s perception of the competitiveness and dynamics of the external environment, the stronger the positive impact of entrepreneurial leadership on venture performance through organizational resilience.This paper incorporates entrepreneurial leadership, organizational resilience, performance and environmental characteristics of new ventures into the integrated research framework, and demonstrates how leaders of new ventures in the Chinese context can utilize entrepreneurial leadership to improve their organizational resilience. Theoretically, this paper expands the avenue of dynamic capabilities, provides a new perspective for the relationship between entrepreneurial leadership and venture performance, and demonstrates the mechanism and boundary conditions of organizational resilience in complex situations. Practically, this paper puts the research situation under the background of local environment and national strategy, and points out that new ventures should actively exert entrepreneurial leadership in a crisis state, in order to improve organizational resilience and performance. This research provides corresponding countermeasures for the enhancement of management and organizational capabilities of new ventures in China under the influence of COVID-19.

Purpose The COVID-19 pandemic has profoundly impacted small and medium-sized enterprises (SMEs), inherently vulnerable entities, prompting a pivotal question of how to enhance SMEs’ organizational resilience (OR) to withstand discontinuous crises. Although digital innovation (DI) is widely acknowledged as a critical antecedent to OR, limited studies have analyzed the configurational effects of DI on OR, particularly stage-based analysis. Design/methodology/approach Underpinned by the dynamic capabilities view, this study introduces a multi-stage dynamic capabilities framework for OR. Employing Latent Dirichlet Allocation (LDA), digital product innovation (DPI), digital services innovation (DSI) and digital process innovation (DCI) are further deconstructed into six dimensions. Furthermore, we utilized fuzzy-set qualitative comparative analysis (fsQCA) to explore the configuration effects of six DI on OR at different stages, using data from 94 Chinese SMEs. Findings First, OR improvement hinges not on a singular DI but on the interactions among various DIs. Second, multiple equivalent configurations emerge at different stages. Before the crisis, absorptive capability primarily advanced through iterative DPI and predictive DSI. During the crisis, response capability is principally augmented by the iterative DPI, distributed DCI, and integrated DCI. After the crisis, recovery capability is predominantly fortified by the iterative DPI, expanded DPI and experiential DSI. Third, iterative DPI consistently assumes a supportive role in fortifying OR. Originality/value This study contributes to the extant literature on DI and OR, offering practical guidance for SMEs to systematically enhance OR by configuring DI across distinct stages.

Purpose – This study aims to understand the influence of organizational agility and organizational resilience towards SMEs business performance and analyze the mediating role of strategic change and the moderating role of environmental uncertainty.Design/methodology/approach – This study uses quantitative approach with survey method. The population of the study is SMEs business actors in Bandung, West Java. The samples are chosen for about 250 respondents using purposive sampling, while the data is processed using structural equation modelling with Partial Least Square.Findings – The results indicate positive influence of organizational agility on organizational resilience, as well as organizational resilience on SMEs business growth. Additionally, strategic change is found to mediate the relationship of organizational resilience towards SMEs business growth. Environmental uncertainty can strengthen the influence of organizational resilience on strategic change.Research limitations/implications – The results of this research provide evidence that the underlying mechanisms for increasing organizational resilience and SME business growth can be seen from the perspective of organizational agility and choosing the right strategy.Practical implications – This study underscores the importance of building organizational agility and resilience to face dynamic environmental situation characterized by rapid change. When SMEs are adaptive and more responsive in carrying out their business, this can lead to positive outcomes for their growth.Originality/value – The present study provides the underlying mechanisms that shows how organizational agility and resilience can lead to SMEs business growth which operate in the uncertain environment.

Organisational resilience has been identified as one of the critical factors in developing sustainable supply chains. To date, extant research discusses the role of dynamic capabilities in enhancing organisational resilience, particularly in developing and reconfiguring internal and external resources to address the changing business environment. Unfortunately, little attention has been paid to exploring the impact of buying firms’ leadership (or supply chain leadership) on the existing relationships between dynamic capabilities and organisational resilience. As a firm’s performance has a significant impact on its entire supply network (in both upstream and downstream orientations), the responsibility to improve organisational resilience could be extended to the buying or focal firms, particularly during unprecedented times such as the pandemic. This study aims to propose a conceptual framework for examining the impact of dynamic capabilities and organisational resilience. In general, this study suggests that dynamic capabilities (adaptive, absorptive, and innovative capabilities) have a significant impact on organisational resilience. Furthermore, this study proposes that supply chain leadership moderates the relationship between dynamic capabilities (adaptive, absorptive, and innovative capabilities) and organisational resilience. It is expected that this study will facilitate discussions on the need to deepen the comprehension of supply chain leadership and its influence on dynamic capabilities and organisational resilience. The study contributes to the existing literature by addressing the gaps between supply chain leadership, dynamic capabilities, and organisational resilience domains.

The purpose of this study is to analyze the strategic organizational learning approach to dynamic resilient capabilities. A scoping review of the theoretical and empirical literature on organizational dynamic resilience capability reveals gaps to be addressed to improve the conceptualization. Under the assumption of some attributes and properties, it is viable to study the organizational resilience learning process leading to the analysis of the organizational resilience strategies. Resilience is addressed through turnaround and dynamic capabilities. Organizational resilience is critical to possessing dynamic capabilities attracting new resources, design strategies, and learning to overcome rigidity and regain stability.

This study examines how AI-enabled sustainability engagement enhances organizational resilience through green innovation capability within a dynamic capabilities framework. Drawing on time-lagged survey data from 812 industrial firms across Canada, the United States, and Mexico, we test a moderated mediation model using partial least squares structural equation modeling (PLS-SEM). The findings show that sustainability engagement significantly strengthens green innovation capability, which in turn enhances organizational resilience. The direct effect of sustainability engagement on resilience is marginal, indicating that adaptive stability primarily emerges through innovation-based capability development. Furthermore, dynamic managerial capability strengthens the relationship between sustainability engagement and green innovation, while environmental turbulence amplifies the effect of green innovation on resilience. The model explains substantial variance in both green innovation capability (47%) and organizational resilience (43%). By conceptualizing sustainability engagement as a digitally augmented environmental capability rather than a symbolic commitment, this study advances understanding of how firms build resilience under technological and regulatory instability.

Can FinTech promote enterprises’ ambidextrous innovation capability? Organizational resilience perspective

PurposeThis study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more inclusive concept and future research agenda developed.Design/methodology/approachThis conceptual paper uses the literature review method to analyze and categorize current research on organizational resilience, and then based on the analysis of existing organizational resilience studies, this paper proposes an integrated model for a more inclusive and integrated concept of organizational resilience with refined future research directions.FindingsA thorough analysis of current organizational resilience research shows that existing studies on organizational resilience have largely focused on isolated dimensions by treating organizational resilience as a state rather than a dynamic capability. This paper proposes that an integrated concept of organizational resilience consists of three dimensions including cognitive, behavioral and contextual resilience, and this dynamic capability should be examined from three different levels, including individual, group and organizational levels to better conceptualize organizational resilience and for better applicability in management practice.Originality/valueThe past decades have seen increasing interests in organizational resilience both from academic scholars and from management practitioners. However, research on this emerging field remains fragmented, and there is little consensus on the conceptualization of organizational resilience. This study contributes to the literature by thoroughly examining current research on organizational resilience and proposes an integrated dynamic model to study organizational resilience.

The effect of organizational agility on crisis management process and organizational resilience: Health sector example