Organisational resilience capacity and firm product innovativeness and performance

Akgün, Ali E.; Keskin, Halit

doi:10.1080/00207543.2014.910624

Cited by 209 publications

(227 citation statements)

References 86 publications

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“…Cronbach's alpha was .81, and aggregation statistics supported aggregation to the team level (ICC1 = .42, p < .01; ICC2 = .76, mean r wg(j) = .85). Environmental turbulence reflects the extent to which changing technologies and customer preferences are present within a team's environment (Akgün & Keskin, ). We measured this construct in the leader questionnaire using a six‐item instrument by Akgün and Keskin (; sample item: “Customer preferences change quite a bit over time”; 1 = strongly disagree; 7 = strongly agree).…”

Section: Methodsmentioning

confidence: 99%

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

et al. 2018

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Although there is growing evidence that strong informal influence hierarchies can enhance teams core task performance, recent theorising suggests that such informal hierarchies may, at the same time, stifle team creativity. The current study draws from the Motivated Information Processing in Groups (MIP-G) model to empirically examine this latter notion. Moreover, we build on functional leadership theories to propose that the link between informal hierarchy strength and team creativity hinges on a formal team leaders empowering leadership. Using a sample of 56 organisational work teams comprising 304 individuals from a wide range of industries, we found that stronger informal influence hierarchies related negatively with team creativity when the formal leader exhibited little empowering behaviour. When the formal leader acted in more empowering ways, by contrast, this negative relationship was dampened. These findings provide new knowledge on the role of informal influence hierarchies for team creativity and advance our understanding of how informal hierarchical relations and formal leadership processes can jointly shape important team outcomes.

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Section: Methodsmentioning

confidence: 99%

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

et al. 2018

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“…Organizational resilience is a multidimensional concept (Akgün and Keskin 2014;Lengnick-Hall et al 2011). A review of the literature by Pillay et al (2010) identified the three dimensions of organizational resilience, which include cognitive resilience, behavioral resilience, and contextual resilience.…”

Section: Resilience Engineering Theorymentioning

confidence: 99%

Evaluation of occupational therapy–led advanced practice hand therapy clinics for patients on surgical outpatient waiting lists at eight Australian public hospitals

Cox

Laracy

Glasgow

et al. 2020

Journal of Hand Therapy

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Resilient safety culture is characterized by continuous improvements to safety performance and the capacity to have foresight, recognizing and anticipating the changing shape of safety risks in complex sociotechnical systems. This study aims to conceptualize resilient safety culture in the construction environment by integrating resilience engineering principles into the concept of safety culture. To fulfill this research aim, a correlational research design was used. Data were collected using questionnaire surveys targeting construction project managers involved in the delivery of 78 recently completed building projects in Vietnam. The structural equation modeling (SEM) technique with partial least-squares estimation (PLS) was used to analyze the data. The results confirmed 3 dimensions (i.e., psychological resilience, behavioral resilience, and contextual resilience) with 24 measurable scale items to assess safety culture with respect to resilience. The study also revealed that psychological resilience has a weaker impact on accident prevention under higher contextual resilience and behavioral resilience levels. Theoretically, this study provides the theoretical development and empirical evidence to clarify the concept of resilient safety culture in terms of definition, purpose, and value in the context of construction projects. In practical terms, the study suggests that project hazards, unexpected events, and the risk tolerance of construction workers should be addressed to achieve consistently high safety performance. It also offers construction organizations a framework of safety practices to assess their capabilities in managing on-site safety risks.

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“…Psikolojik dayanıklılık kapasitesi sabit bir özellik olmaktan ziyade gelişimsel bir süreçtir (Caza & Milton, 2012) ve bu süreçteki rutinler, uygulamalar ve değerler organizasyonun sıkıntılı durumları ve engelleri atlatmalarına yardımcı olmakla kalmaz, organizasyonun önceki durumlarından daha iyi noktalara gelmesi için yeni olanaklar yaratır (Sutcliffe & Vogus, 2003). Bütün bu gelişimsel süreç önceki deneyimlerin daha sonraki deneyimleri şekillendirmesi sayesinde oluşur (Akgün & Keskin, 2014).…”

Section: Sonuç Ve Tartışmaunclassified

Örgüt Ortamında Artarak Yükselen Olumluluk: Pozitif Örgüt Okulu Bakış Perpektifi

Narcıkara¹

2017

İş'te Davranış Dergisi

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Article history: ReceivedObjectives: In this study, we examined positive organizational scholarship which targets both achieving the best in human beings and organizations by focusing on goodness and positive potential in them along with creating happy and efficient employees working in organizations nourished by solidarity, harmony, meaning. In our study, we examine how organizations become more positive organizations. 24.03.2017Received in revised form 18.04.2017Methods: In this study in order to explain effects positive perspective of positive organizational scholarship on positive organizational outputs and positive organizational atmosphere, positive psychology, positive organizational scholarship and psychological capital perspectives are examined in details. A conceptual examination of these perspectives will be made on ıncreasingly rising positivity in positively managed organizations.

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Organisational resilience capacity and firm product innovativeness and performance

Cited by 209 publications

References 86 publications

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

Evaluation of occupational therapy–led advanced practice hand therapy clinics for patients on surgical outpatient waiting lists at eight Australian public hospitals

Örgüt Ortamında Artarak Yükselen Olumluluk: Pozitif Örgüt Okulu Bakış Perpektifi

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