Concept Of Organizational Resilience Research Articles

Influence of COVID-19 on Taiwan’s manufacturing, procurement, and sales relationship

Against the backdrop of the COVID-19 pandemic, Taiwan’s economic sectors have experienced a decline in activity. Addressing this situation effectively necessitates Taiwan to strategically align its transnational supply ecosystem with global consumption patterns, positioning itself as a crucial industrial collaborator for co-creation and shared prosperity. This study utilizes a comprehensive framework that encompasses manufacturing, procurement, and sales. Data related to Taiwan’s industries are collected through a questionnaire, and the Structural Equation Modeling (SEM) multivariate statistical method is utilized for factor and path analyses to evaluate the impact of COVID-19 on these industries. Based on the responses from the questionnaire, the dominant sectors in Taiwan’s industries are electronics/electrical machinery, accounting for around 40.84% of the industry, followed by metals/machinery at approximately 20.90%. Notably, specific aspects concerning manufacturing manpower, procurement and delivery processes, sales revenue, and product costs were reported as “somewhat serious” on average during the COVID-19 period. The results of this research indicate that manufacturing does not significantly influence sales. Additionally, there is a significant positive correlation between manufacturing and procurement. Given the unpredictable changes that companies and entire industries are currently facing, it is crucial to implement strategic measures. Because of COVID-19 influence, organizations, companies, and sectors have undergone significant transformation, necessitating the implementation of the necessary protections. In this situation, the concept of organizational resilience becomes crucial.

Adaptive strength: Unveiling a multilevel dynamic process model for organizational resilience

As organizations navigate an increasingly volatile and unpredictable landscape, the concept of organizational resilience has garnered significant attention. Such global disruptions fundamentally alter the course of international business affairs through a range of events spanning from natural disasters to political upheavals, economic downturns, pandemics, and technological advancements. These disruptions are widespread and cause multinational enterprises (MNEs) to face challenges and uncertainties that obstruct their success. The concept of organizational resilience has developed as a critical factor for firms to not only survive but thrive when faced with adversities. This research examines the multilevel elements of organizational resilience through a dynamic process model to enable MNEs to navigate change, adapt to adversity, and sustain success at five levels: (1) individual, (2) organizational, (3) ecosystem, (4) institutional, and (5) global. By embracing a dynamic approach to organizational resilience, MNEs canthrive against uncertainty and seize profitable opportunities in a challenging business environment.

Exploring the Intellectual Structure of Research in Organizational Resilience through a Bibliometric Approach

Organizations, businesses, and communities at large are exposed to unprecedented adversities, uncertainties, economic, social, and ecological shocks and disruptions caused by natural disasters, climate change, political turmoil, global recession, economic instability, fluctuations in energy-source prices, war and terrorism dilemmas, pandemics, and several other newly rising social turbulences. This situation has forced stakeholders to revisit and redefine their strategies to effectively and efficiently combat adversity and uncertainty within their business domain. One concern attracting attention is organizational resilience. Strategists and decision-makers are keener to secure, sustain, and progress against unpredicted shocks by making organizations highly resilient. The present research provides in-depth insight into the foundation, evolution, progression, and dissemination of organizational resilience as a promising research field, doing so by deploying advanced bibliometric techniques on the Elsevier Scopus-listed dataset of all 484 published journal articles up to 31 December 2022. Herein, it is inferred that the concept of organizational resilience is evolving and has great potential to become a key research domain due to ever-increasing adversities around the globe.

Modeling organizational resilience in maritime business: an ISM and MICMAC approach

PurposeBusiness environments and global transportation system have become more complex than ever due to complexity drivers of industries which create uncertainty and unpredictability to organizations. Like other industries, the maritime business faces different and difficult problems which threaten organizational survival. The ability to cope with those uncertainties, threats and problems shows the resilience ability of organizations that help to survive and prosper. The organizational resilience concept arises as a requirement to deal with problems and uncertainties of business environments which are swiftly changing. This study aims to suggest an organizational framework to show how maritime business organizations as the sea leg of global transportation system can develop resilient organizations via complex adaptive systems (CAS) approach if adequate design features of CAS could be defined and included in organizational properties.Design/methodology/approachA total of 15 CAS features were identified as the enablers of organizational resilience throughout the literature. An interpretive structural modeling (ISM) approach has been conducted to determine the mutual relation between the CAS features which constitute an organizational framework. These CAS features have been categorized by conducting MICMAC analysis.FindingsThis study proposes a framework that identifies CAS features as the enabler of resilient maritime business organizations. The CAS approach offers new managerial toolkit to realize current organizational situations and allows managers to understand that it is difficult to control their system in this dynamic environment where special management practices are required especially in volatile times rather than ordinary times. Also, organizations could not compete as a sole organization but as a web/system of organizations. CAS is more resilient than other systems because resilience is the emergent occurrence of the system formed from nonlinear, dynamic interactions with self-organized agents.Research limitations/implicationsThe research has some limitations, like organizational resilience studies are in the infant stage and further research into this area should be extended. This study uses the CAS approach to develop organizational resilience. Further studies could use different lenses and contemporary subjects in management field which should also be useful while developing resilience in organizations. This study uses ISM and MICMAC analysis where further studies could use quantitative design and methods like formal concept analysis or the decision making trial and evaluation laboratory to determine the relational weighs of CAS features while developing resilient organizations. Future studies may also focus on different maritime stakeholders like IMO or ILO, maritime agencies, freight forwarders or insurance underwriters regarding developing and enhancing resilience of the maritime system.Practical implicationsWorld trade and transportation systems are getting more uncertain and lean on complex relations where maritime transportation is a “vital backbone” of such operations. But becoming more complex structures leads to vulnerable systems and organizations. Most risk management applications are based on predicting the known risks where many of them are not enough to fight with unknowns. Coping with today's problems are difficult for organizations in any industry. But for maritime business stakeholders who work in such a global web of relations, it is much more challenging. So, stakeholders of the system like forwarders, ports or ship chandlers may easily apply those features to develop resilient organizations too. Legal authorities of the system and rule-makers like local Chambers of Shipping, IMO or Classification societies can benefit from this framework and provide supportive settings to develop system-wide resilient organizations.Social implicationsBy understanding environmental uncertainty and complexity better than others, organizations become resilient and cope with significant difficulties which make them more competitive as a substantial strategic advantage. Resilient management offers to break down points at the system and shows them ways to restore quickly while transporting goods while traditional risk assessments are not enough.Originality/valueThe originality of the study lies in two folds; first of all the key and most used features of CAS is linked to developing resilient maritime organizations and by maritime expert opinions, this study tries to determine which of these CAS features are the most effective to trigger other features to develop organizational resilience in the maritime business. And secondly, the concept of organizational resilience and the CAS approach are not analyzed in depth in the context of maritime business.

The uneven effects of COVID-19 on the German restaurant and bar industry

The COVID-19 crisis in the restaurant and bar industry is affecting an industry that has been under significant pressure before. Using the concept of organizational resilience from a spatial perspective, we analyze how individual/company factors and regional factors influence owner’s assessment of resilience in the German restaurant and bar industry. Findings from an online survey with 445 owners and managers and 46 qualitative interviews in Germany show that enterprises in peripheral locations are perceived as more resilient. Similarly, the age of the respondents, the ownership of property and the provision of delivery and takeaway service play a positive role in enterprises being seen as resilient, while, owner-managed enterprises, financing by loans or credit, and lower ex-ante sales reduce the likelihood of the assessment of resilience. Overall, the study contributes to the evolving strand of research that aims to analyze the resilience of enterprises from a spatial perspective.

Investigating the Interplays among Individual, Team, and Organizational Resilience Using Structural Equation Modeling

Organizational resilience is not a static concept, it evolves. Scholars suggest that organizational resilience is complex, all-inclusive, multidimensional, and multifaceted. Organizational resilience as an organizational capacity also emerges at multiple levels. Resilience at one level is dependent on another level. A resilient individual is needed to build a resilient team and organization. Though the concept of organizational resilience has been extensively investigated, few studies have looked into the interplays among different organizational resilience levels. Therefore, this study aims to address this gap by investigatigating the interplay of individual, team, and organizational resilience. Keywords: individual resilience, team resilience, organizational resilience, factor-based PLS-SEM

Designing a comprehensive model of organizational resilience in the banking industry of Iran

PurposeThis research aims to design a comprehensive resilience model in the banking industry for identifying the dimensions and components that can enhance organizational resilience in the industry, which can contribute to the existing literate as a promising comprehensive model.Design/methodology/approachAfter reviewing the literature and studying the models of organizational resilience, semistructured interviews were conducted with managers and prominent experts in the banking industry. To analyze the interviews, the thematic analysis technique was used with three coding stages. After designing the research model in two main dimensions of micro and macro management in the banking industry, the relation between the main components and subcomponents was identified by using Interpretive Structural Modeling (ISM) and DEMATEL techniques.FindingsThe study findings indicating that proper observation and predicting the bank's problems and making suitable connections with the government are two major indicators of the resilience of the banking network, which can realize through influencing the components of risk management, financial resource management and system corruption. The results of this research can lead to the expansion of theoretical foundations of the past research and the concept of organizational resilience in the field of financial services and especially the banking industry.Originality/valueThis paper provides the components with a more significant impact, which bank managers should consider the relationship among them to enhance organizational resilience for more effectiveness of their decisions.

SARS-CoV-2 - od upravljanja rizicima ka organizacionoj otpornosti

Organizations have responded to the pandemic caused by the SARS-CoV-2 with a very wide range of management functions and capabilities: risk management, crisis management, emergency management, business continuity management and disaster management. Common to all of them is decision-making in situations of high uncertainty based on the assessed risk. Given available data from the World Health Organization that six months after pandemic had been declared, the number of patients and deaths is constantly increasing, the question arises whether the lack of key information on risk in conditions of high uncertainty caused by coronavirus, in paralel with the complexity of modern (natural, social, technical) systems and their interactions, has issued the application of the traditional concept of risk management based on historical data, statistics, and cost-benefit analysis. Based on the assumption that in conditions of uncertainty and non-routine environment, risk-based decision making process in complex systems suffers from numerous shortcomings, we will review the practical and methodological limitations of this concept through key stages of the risk assessment process. At the same time, the aim of this paper is to point out the advantages of applying the concept of organizational resilience in managing complex systems, starting from the fact that immune systems and resilient organizations are the most effective response strategy to non-routine risks (low frequency events and catastrophic consequences). The basic changes we propose in the process of managing the non-routine risks of infectious diseases that led to the crisis caused by the SARS-CoV-2 pandemic are based on the conclusion that the anticipatory strategy aimed at predicting events needs to be "expanded" with a system resilience strategy. This does not diminish the importance of a risk-based decision-making approach in conditions of uncertainty.

Beyond “bouncing back”: Towards an integral, capability‐based understanding of organizational resilience

AbstractAcademic debates surrounding the notion of resilience still face dissent about definitions, contexts, and managerial implications. By summarizing recent literature on resilience, this paper reveals two dominating paradigms, which I label the Plan to Resist Approach and the Containing Crisis Approach. By pinpointing and challenging the underlying assumptions of both approaches, I elucidate their potential shortcomings. To overcome these limitations, I develop an integral, capability‐based concept of organizational resilience, which builds on a temporal perspective on crises. Thereby it highlights the importance of enacting different yet specific capabilities at different phases of crises. This concept allows integrating the insights of the reviewed literature and sheds light on the recovery phase as being a so far neglected aspect in resilience research.

Organizações pós-burocráticas e resiliência organizacional: a institucionalização de formas de comunicação mais substantivas nas relações de trabalho

Resumo Este artigo apresenta um debate sobre o tema resiliência organizacional, ao qual se dedica um número especial do periódico Cadernos Ebape.BR. Se a organização consegue enfrentar situações de ruptura com êxito, inovando e aprendendo com tal dinâmica e atingindo níveis de complexidade superiores em equilíbrio, a resultante é que, mesmo enfrentando muitas rupturas, trata-se de uma organização resiliente por aprender com elas, evoluir e mostrar-se estável em processos de mudança. Observa-se a capacidade de estabelecer patamares cada vez mais complexos de estabilidade, atingindo novamente o equilíbrio em um movimento dinâmico e contínuo de evolução e aprendizado. Quanto mais resiliente for uma organização, mais inovadora será sua atividade, baseada em substantivo trabalho de comunicação, de inspiração habermasiana, que visa ao real entendimento das questões e à produção de conhecimento factual. O modelo das organizações pós-burocráticas debate essas e outras questões que apresentamos neste artigo.

Resiliência organizacional e inovação sustentável: um estudo sobre o modelo de gestão de pessoas de uma empresa brasileira de energia

Resumo:Este artigo tem por objetivo relacionar o conceito de organização inovadora sustentável com o conceito de resiliência organizacional. Para tanto, foi realizado um estudo no departamento de recursos humanos da EBE S.A., uma empresa brasileira de energia. Este trabalho realiza uma revisão teórica dos conceitos de visão baseada em recursos, competências essenciais, capacidades dinâmicas, modelo estratégico de gestão de pessoas, aprendizagem organizacional, resiliência organizacional, organização inovadora sustentável e, por fim, identifica quais são as práticas da gestão de pessoas da EBE S.A. que contribuem para que a empresa seja uma Organização Inovadora Sustentável Resiliente.

An assessment of organizational resilience potential in SMEs of the process industry, a fuzzy approach

In order to establish adequate tools for the modern business environment, and with a need for new mechanisms with the goal of overcoming crisis and emerging disorder, the concept of organizational resilience has emerged. A high level of organizational resilience represents one of an organization's target values during a normal period of operation. In a period of crisis, the presence of resilience is even more needed; this is emphasized in the process industry because in these conditions when one process fails it may cause significant problems in other processes. The contribution of this paper is shown through a fuzzy mathematical model for assessment of organizational resilience potential in SMEs of the process industry. The model is verified through an illustrative example where obtained data suggest measures which should enhance business strategy and improve organizational resilience factors. This study forms the basis for a survey that may include a significant number of organizations from one region and future improvement based on benchmark and knowledge sharing.

The Concept of Organizational Resilience: Towards a Research Agenda

Resilience is generally seen as a desirable characteristic for organizations to deal with various types of unexpected, abrupt and/or ‘extreme’ change. However, despite the growing utilization of th...

Ranking organizational resilience factors in enterprises using a modified fuzzy analytical hierarchy process

In the last few decades, the concept of organizational resilience has been developed, and in that manner, it represents an adequate management method for enterprises operating in the conditions of the economic crisis. In this paper, the problem of organizational resilience factors prioritization (ORF) is considered, which represents the first step in the determining of improvement strategies. The ORF ranking is set up as a task of a multi-criterion optimization inclusive of qualitative variables. Management teams at the level of every company assess the relative importance of each pair of business processes and the preference of the ORF within each business process using predefined linguistic expressions. The modeling of linguistic expressions is based on the theory of fuzzy sets. The aggregated values of the considered variables are obtained by applying the fuzzy ordered weighted averaging operator. The vector of a combined ORF priority was determined by using the fuzzy Analytic Hierarchy Process. The proposed model is illustrated by an illustrative example where the used data is obtained from the process of small and medium enterprises (SMEs) operating in central Serbia. It is shown that the developed model is very suitable for making decisions on changing business strategies in order to increase organizational resilience.

Continuous Organizational Change and Burnout

Within the last three years, the global economic crisis has prompted unprecedented change with organizations traditionally considered as solid, crumbling and liquidating in front of incredulous stock brokers and global audiences. This paper considers the extent to which continuous organizational changes lead to organizational burnout. Whilst traditional approaches to burnout have concentrated on individual and job burnout, research into organization burnout remains limited. A key emerging trend is the concept of organizational resilience and strategies for copying with continuous change. Our initial research into this area suggests that organizations and their employees respond to change in a variety of ways, such as the “boiled frog syndrome”, and “survivor syndrome”. Survey research from a sample of 100 companies contacted revealed some alarming results. Whilst many originations recognised that they had serious concerns about the rate of change and the impact upon the business, very little concern was expressed in relation to their employees and employee welfare. This paper explores these emerging themes and consequences for management through the use of further primary data collection from in-depth semi-structured interviews. Suggestions for further research and managing burnout are provided.