Firm innovation and supply chain resilience: a dynamic capability perspective

Sabahi, Sima; Parast, Mahour Mellat

doi:10.1080/13675567.2019.1683522

Cited by 219 publications

(184 citation statements)

References 121 publications

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“…“Change” dimension (6 items) represents the stimulus and intention of the organisation for renewal, transformation and improvement in challenging environments. It embraces attributes related to quality management ( Ates & Bititci, 2011 ; Marwa, 2012 ; Øgland, 2008 ), creativity and innovation ( Marwa & Milner, 2013 ; Sabahi & Parast, 2020 ), organisational learning and knowledge management ( Godwin & Amah, 2013 ; Ma et al, 2018 ), and change management ( Ates & Bititci, 2011 ; Morais-Storz et al, 2018 ). All items of resilience predictors were measured on a seven-point Likert scale, ranging from 1 (“strongly disagree”) to 7 (“strongly agree”).…”

Section: Methodsmentioning

confidence: 99%

“…For this purpose and based on the literature, different actions can be suggested. Sabahi and Parast (2020) suggest that an innovative environment improves organisation resilience to disruptions, because innovation reinforces capabilities that positively influence risk management capability. Verreynne, Williams, Ritchie, Gronum, and Betts (2019) also emphasise the need to deepen the role of innovation in improving tourism organisations' resilience.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

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Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

104

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The tourism industry faces multiple changes (economic crises, climate change, technology innovation…). Because of this vulnerability, as evidenced by the COVID-19 pandemic, the study of hotel resilience is a key issue for the survival and competitiveness of organisations and destinations. Therefore, this paper proposes a holistic model to measure organisational resilience. To that end, it aims to analyse the determinants of organisational resilience, i.e. predictors of resilience (strategy and change), and to assess how they contribute to hotel resilience and performance. Firstly, the hotel context in the Canary Islands is examined to identify the level of impact, frequency and predictability of each type of change. Secondly, scales development and validation were conducted. Finally, the proposed model is validated. Findings confirm that the strategy and change dimensions have a considerable effect on hotel resilience, which positively influences hotel performance. Discussion provides hotel managers with guidelines to improve organisational resilience and performance.

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Section: Methodsmentioning

confidence: 99%

Section: Conceptual Backgroundmentioning

confidence: 99%

Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

104

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“…The idea of experimentation for innovation is not new, but the idea to opt for multiple small experiments to develop strategic agility or resilience is [81]. In our context, such a way of approaching innovation has two major advantages: it prepares a variety of options in advance, while limiting the risk of "big" failure [82]. It, therefore, optimizes resource allocation instead of a potentially inefficient and costly accumulation of resources to guarantee slack.…”

Section: Building the Strategically Resilient-agile Organization A Kementioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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“…Resilience is originally concept of ecology where it refers capability of individual, group or even the system, but its application has been expanded into social and behavioural sciences [ 3 ]. Recently, as logical extension the concept is applied in economics and organisation studies as stated in Sabahi et al [ 4 ], Haase et al [ 5 ] or Herbane [ 6 ]. In general, resilience denotes the capacity for continuous reconstruction [ 7 ].…”

Section: Resilience By Digitalmentioning

confidence: 99%

Resilience by Digital – How Sociotechnical Helped Maintaining Operational and Recovery

Okkonen

2021

Advances in Intelligent Systems and Computing

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Global health related disasters affect humans in several areas of life. COVID-19 pandemic in 2020 had great impact on people’s everyday life, livelihood and health. It had huge impact on global economy as well as business dynamics. However, contemporary post-industrial society is more resilient due to digitalisation, turning operations spatially dispersed and even asynchronic. Thereby, most operations were maintained at least on satisfactory level. Taking the resilience to wider extension the burden on health care system was eased by quarantines and people still maintained most of their social contact by sociotechnical means. The aim of this paper is to address the topic of resilience by current global crisis, digital coping strategies and evident aftermath.

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Firm innovation and supply chain resilience: a dynamic capability perspective

Cited by 219 publications

References 121 publications

Hotels in contexts of uncertainty: Measuring organisational resilience

Hotels in contexts of uncertainty: Measuring organisational resilience

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Resilience by Digital – How Sociotechnical Helped Maintaining Operational and Recovery

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