Developing a Tool to Measure and Compare Organizations’ Resilience

Lee, Amy V.; Vargo, John J.; Seville, Erica

doi:10.1061/(asce)nh.1527-6996.0000075

Cited by 527 publications

(670 citation statements)

References 43 publications

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“…In section 5, we explain the relation between the indicators proposed by Lee et al (2013) to evaluate organizational resilience potential and the organizational pathologies identified by Pérez Ríos (2012) applying the VSM. We defend that the identification of the pathologies will give the organization the path to improve its viability and therefore its resilience.…”

Section: Applying the Viable System Model To Design Resilient Organizmentioning

confidence: 99%

“…Despite there is a broad literature about organizational resilience indicators (Horne III and Orr, 1998;Bhamidipaty et al, 2007;Somers, 2009;Sanchis and Poler, 2013;Lee et al, 2013;Seville 2009;Whitman et al, 2013), we have chosen the indicators proposed by Lee et al (2013) because they provide a complete benchmark tool to do the evaluation process. They evaluate the organizational resilience potential based on a questionnaire with 53 items.…”

Section: Organizational Resiliencementioning

confidence: 99%

“…We determine the level of organizational resilience potential based on resilience indicators. For this purpose, we use the benchmark tool designed by Lee et al (2013) because they provide a complete questionnaire to do the assessment. We identify organizational pathologies using the score obtained in the resilience questionnaire.…”

Section: Applying the Viable System Model To Design Resilient Organizmentioning

confidence: 99%

“…To build resilient organizations we also need to apply resilient engineering principles (Righi et al, 2015). Resilient communities (Kendra and Wachtendorf, 2003;Lee et al, 2013) and resilient territories (Gilly et al, 2014) are built over resilient organizations.…”

Section: Introductionmentioning

confidence: 99%

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Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM) to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.

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Section: Applying the Viable System Model To Design Resilient Organizmentioning

confidence: 99%

Section: Organizational Resiliencementioning

confidence: 99%

Section: Applying the Viable System Model To Design Resilient Organizmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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“…After carrying out the analysis of the duopoly model, we propose di¤erent interpretations of the source and nature of the cost-push shock as well as the reaction to it, linking the ensuing partial equilibrium analysis typically belonging to the theory of industrial organization to far-reaching discussions about the in ‡uence of labour unions on …rms' innovation incentives (Ulph and Ulph, 1998), the neoclassical adjustment mechanism to the long-run equilibrium after a permanent demand shock (Woodford, 2003) and resilience (Lee et al, 2013). …”

Section: Introductionmentioning

confidence: 99%

To adjust or not to adjust after a cost-push shock? A simple duopoly model with (and without) resilience

Lambertini

Marattin

2015

Economics of Innovation and New Technology

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We characterize the equilibrium in a homogeneous good Cournot duopoly in which …rms have the choice to react to a cost-push shock by paying a lump-sum adjustment cost in order to o¤set the initial rise in marginal cost. Our results show that the size of the shock and the size of the adjustment cost jointly determine the nature and the number of the equilibria generated in the game. In particular, if the adjustment cost is high enough, at least one …rm decides not to adjust at the pure strategy equilibrium, and such a partial adjustment by the industry can be socially e¢ cient as well. Some implications of this partial equilibrium analysis about an industry'resilience are outlined.JEL Codes: D43, E30, L13

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