Managing with communities for innovation, agility, and resilience

From strangers to social collectives? Sensemaking and organizing in response to a pandemic

“…Community organizing usually builds upon the pre-existing local identity, knowledge, and practices ( Hertel et al, 2019 ), whereas social collectives usually mix local and global approaches ( Cohendet et al, 2010 ). Community organizing tends to be inward-looking ( Marquis & Lounsbury, 2007 ), homogeneous, and long-standing ( Tönnies, 1887/2017 ), while social collectives are outward-looking, temporary, fluid, unstable, and invite heterogeneous members ( Goglio-Primard et al, 2020 ), whose participation could be challenged by the collective ( Dobusch & Schoeneborn, 2015 ) or not even acknowledged by themselves ( Wilhoit & Kisselburgh, 2015 ). In contrast to community organizing, which focuses chiefly on supporting its members, social collectives are inclusive in their membership and promote a different, arguably higher, level of sharing ( Paraponaris et al, 2013 ).…”

Determinants of Business Resilience. (c2020)

“…Specifically, it builds on the dynamic capabilities theoretical framework to study the relationship between the agility of a business and its resilience, as well as the role of digitalization and environmental hostility in moderating this relationship. Business agility and resilience have become topics of increasing interest, especially in the light of the COVID-19 pandemic, as this crisis has redefined and reshaped the status quo of business operations (Goglio-Primard et al, 2020). Based on the findings of the ample studies conducted before the outbreak of this pandemic (Ashrafi et al, 2005;Camarinha-Matos, 2014;Ivory & Brooks, 2018;& Seetharaman, 2020), agility was shown to be a contributor to business sustainability, as it enabled businesses to be more adaptive and timely when dealing with external changes.…”