Organisational resilience and relational dynamics in triadic networks: a multiple case analysis

Börekçi, Dilek Yılmaz; Rofcanın, Yasin; Gürbüz, Hasan Alper

doi:10.1080/00207543.2014.903346

Cited by 43 publications

(23 citation statements)

References 61 publications

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“…Our focus on the multilevel nature of resilience contributes to studies that underpin how organisational resilience is a coping mechanism and how the various underlying psychological dimensions of it can be adapted to and implemented at between‐organisational level. In their study that included interviews with the managers of companies going through crises and bankruptcy, Yilmaz‐Borekci et al () demonstrated that employees’ feelings of job control and sense of achievement were predictors of resilience, which enabled them to cope with the unexpected consequences of the financial crises in their organisation, including job restructuring and job losses. Similarly, organisational psychology literature has long underpinned and offered evidence for the buffering role of individual‐level resilience to eliminate the undesirable consequences of negative work events (e.g., Bakker & Demerouti, ; Shoss et al, ).…”

Section: Discussionmentioning

confidence: 99%

Challenges and Resilience: Managers’ Perceptions of Firm Performance Following M&As

et al. 2019

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We study mergers and acquisitions (M&As), resilience and performance, identifying links between managers' perceptions of performance and resilience, using trans-national organisational-level survey evidence (N = 3,613) and follow up semi-structured in-depth interviews with managers involved in M&As and demerger. Drawing on the resilience and M&A literature, we identify reasons why employees in acquired firms may be less resilient in coping with the resultant changes than those of the acquirer and why this will negatively impact perceptions of performance. We explore the causes and consequences of variations in resilience and performance within firms that acquire others, and in those that have been demerged. As anticipated, we find that although managers in acquired firms tended to report worse performance than those in acquiring firms, both tended to be more positive than firms that had not taken part in an M&A at all. We draw out implications for theory and practice.

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Section: Discussionmentioning

confidence: 99%

Challenges and Resilience: Managers’ Perceptions of Firm Performance Following M&As

et al. 2019

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“…In this study, we aimed to review and synthesize the ERP workarounds literature within the context of resilience to understand whether those workarounds' positive and negative impacts on resilience and resilience-relevant concepts are paid attention by current research, and based on that understanding to make critics and propose further study issues. While doing this evaluation, we tried to understand the nature of the workarounds, the level of analysis for resilience and to integrate the assessment of similar concepts to resilience such as adaptability, flexibility and agility (Yilmaz Borekci et al , 2015).…”

Section: Approach and Research Methodologymentioning

confidence: 99%

“…In Google Scholar, at the start of the literature review, one search with “workaround ERP” keywords until October of 2019 gave 1560 results. For this study, we tried to expand and narrow down the search results using Boolean operators such as “OR” and “AND.” As shown in Table 1, we searched the literature by using the keywords “misfit,” “adaptation,” “adaptability,” “agility,” “resilience” and “flexibility,” which we predicted would be associated with the concepts of ERP workarounds and resilience based on our initial narrative review of the relevant literature (Soh et al , 2000; Ignatiadis and Nandhakumar, 2009; Malaurent and Avison, 2015; Yilmaz Borekci et al , 2015). Since we did not want to restrict our understanding to only ERP workarounds and to exclude IT-related workarounds, we used (ERP or IT) Boolean string.…”

Section: Approach and Research Methodologymentioning

confidence: 99%

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Analysis of enterprise resource planning (ERP) system workarounds with a resilience perspective

Börekçi

Kiriş

Batmaca³

2020

CRR

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PurposeWorkarounds are defined as user-formulated solutions that overcome the obstacles preventing the system's execution from the users' lenses. In this paper, the authors aim to analyze the workarounds in system implementations and post-implementations with reflections on different levels of resilience in the workplace.Design/methodology/approachIn this paper, the authors conduct a critical review of enterprise resource planning (ERP) system workarounds by evaluating whether the workarounds are treated as resilience enhancers or as hinderers at multiple levels. While doing this evaluation, the authors try to understand the nature of the workarounds (self-serving, social-serving) with respective levels of analysis for resilience (ERP resilience, organizational resilience, team resilience, employee resilience) and to integrate the assessment of similar concepts to resilience such as adaptability, flexibility and agility (in survival and sustainability dimensions).FindingsWorkaround solutions can be treated as resilience enhancers when the alternative solutions overcome some systemic problems and prevent system failures in the short run, but in the long term, they should motivate positive change and organizational dynamics. Otherwise, weaknesses of informal workarounds may become embedded in practice, and prevent confronting and correcting the shortcomings of the system and thus harm resilience.Originality/valueThe differentiation of workarounds as self-serving or social-serving and the resilience perspective toward workarounds with different levels of analysis and integrating resilience relevant concepts such as adaptability, agility and flexibility are new as far as the authors know.

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“…It must be acknowledged that most organisational researchers of resilience have focused on high-risk organisations such as firefighting services, hospitals, police and the military (Giustiniano et al 2018: 3). Other researchers such as Borekci, Rofcanin and Gürbüz (2015) investigated the influence of relational dynamics on organisational resilience in the private sector. Reinmoeller and Baardwijk (2005) revealed that the most resilient organisations in the business sector orchestrate a continuous balance of four innovative strategies: exploration, knowledge management, entrepreneurship and cooperation.…”

Section: Research Problemmentioning

confidence: 99%

Relational-based Resilience of a Public University: A Case study on Losing a Library by Mzuzu University in Malawi

Kanyangale

Njoloma

2020

SAJLIS

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Following the destruction of the university library by fire in 2015, this retrospective study explores the nature of the capabilities of organisational resilience exhibited by Mzuzu University (Mzuni) as perceived by Heads of Departments (HoDs) in the university. Limited research has focused on what resilient university libraries do and how organisational resilience is achieved in practice. Eight HoDs, selected using stratified random sampling, were interviewed and data analysed using content analysis. Results reveal that the nature of organisational resilience exhibited by Mzuni lacked a proactive approach. Predominantly, Mzuni relied on unexpected, external and relational-based capabilities to improvise library services. An interplay of various organisational, individual and relational capabilities was central to the improvisation of library services. However, ambidextrous structure, culture and leadership, and the pursuit of systemic resilience are fundamental if Mzuni is to be truly resilient. The integrative framework of proactive organisational resilience proposed in this study can be used by librarians, leaders of public universities and human resources practitioners to build the composite capability of organisational resilience for the university library before adversity occurs.

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Organisational resilience and relational dynamics in triadic networks: a multiple case analysis

Cited by 43 publications

References 61 publications

Challenges and Resilience: Managers’ Perceptions of Firm Performance Following M&As

Challenges and Resilience: Managers’ Perceptions of Firm Performance Following M&As

Analysis of enterprise resource planning (ERP) system workarounds with a resilience perspective

Relational-based Resilience of a Public University: A Case study on Losing a Library by Mzuzu University in Malawi

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