Organization Resilience: What Makes Companies and Organizations Sustainable?

Tengblad, Stefan; Oudhuis, Margaretha

doi:10.1007/978-981-10-5314-6_1

Cited by 8 publications

(8 citation statements)

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“…social, financial, human and environmental resources) but are successful in balancing the demands and priorities of their various groupsemployees, customers and diverse shareholders, and while, at the same time, achieving its own goals (e.g. Tarba et al, 2019;Tengblad & Oudhuis, 2018). Resilient organizations are able to manage, cope with and overcome unexpected challenges (e.g.…”

Section: Learning Ambidexterity and Sustainabilitymentioning

confidence: 99%

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Al-Atwi

Amankwah‐Amoah

Khan

2021

International Business Review

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Section: Learning Ambidexterity and Sustainabilitymentioning

confidence: 99%

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Al-Atwi

Amankwah‐Amoah

Khan

2021

International Business Review

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“…Such emergencies require adaptation. Those organizations that can adapt or transform their operations so they continue to function can be said to possess organizational resilience (OR) in the face of challenges; those that do not may cease to function altogether (Tengblad & Oudhuis, 2018b;Trussel, 2002). Despite the size and importance of the U.S. nonprofit sector and their often-significant differences from for-profit organizations, we found few nonprofit-specific OR models (Searing et al, 2021;Witmer & Mellinger, 2016).…”

Section: Introductionmentioning

confidence: 81%

“…Though resilience originated within ecology (Biggs et al, 2015;Holling, 1973;Pimm, 1984), the concept has also been adopted and adapted in a variety of other disciplines, including the management of organizations such as businesses (Linnenluecke et al, 2012;Tengblad & Oudhuis, 2018a;Vogus & Sutcliffe, 2007).…”

Section: Organizational Resiliencementioning

confidence: 99%

Organizational Resilience of Intimate Partner Abuse Nonprofits During the COVID-19 Pandemic

Bomsta

Kerr

2023

J. Public Nonprof Aff.

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Nonprofits often function as a key part of the social safety net by providing services to vulnerable populations and strengthening communities. Despite their essential nature, research on organizational resilience (OR) among nonprofits tends to focus on surviving financial distress, while other organizational aspects of resilience are less emphasized. Finding few nonprofit OR models that address our research context, we adapt and extend a model of OR from the for-profit sector. Our model adaptation includes technical, social and financial resources and expands each category to cover unique aspects of nonprofits that the for-profit OR model does not contain. We also borrow concepts from social-ecological resilience (SER) to enhance our nonprofit-adapted OR model, which we test using a case study of intimate partner abuse (IPA) agencies. We examined eight IPA nonprofits in a Midwestern state during the COVID–19 pandemic, interviewing both managers and frontline staff. We hope our adapted model can be used by researchers and practitioners to better understand and evaluate OR not only in IPA agencies, but all nonprofits.

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“…UMKM dapat memulai beradaptasi menggunakan marketplace, pemasaran digital dan aplikasi pengiriman untuk mendukung keberlanjutan bisnisnya (Cassetta et al, 2020). UMKM bahkan dapat mengantisipasi ketidakpastian permintaan dan menjalankan bisnis secara daring (Tengblad & Oudhuis, 2018). Outlet fisik mungkin tidak diperlukan untuk nenjalankan bisnis.…”

Section: Pendahuluanunclassified

Pengaruh Pemasaran Media Sosial Pada Kinerja Pemasaran: Proposisi Nilai Sosial Produk Sebagai Variabel Mediator

Hidayat¹,

Purnamasari²,

Wang³

et al. 2022

EJMUNUD

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Social media marketing emerges as an appropriate method to assist MSMEs in marketing their products and interacting with their customers during the pandemic and the new normal. MSMEs can build significant business partnerships by engaging consumers as collaborators in actively reviewing and sharing the social value of the product on social media to improve marketing performance. This study had three goals: (1) analyzing the influence of social media marketing on social product value, (2) examining the effect of social product value on marketing performance, and (3) investigating the relationship between the influence of digital marketing and marketing performance. Purposive sampling has been used to select 112 respondents, including culinary MSMEs, that intensively promote their products on social media. Partial Least Squares SEM was used as a research method. According to this study, successful social media marketing raises the value of social products and marketing performance. Social media marketing develops the value of the social product, then improves marketing performance. This study revealed social product value as a moderating variable to empower the positive relationship between social media marketing and marketing performance. Keywords: social media marketing, social product value, marketing performance, and Culinary MSM

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Organization Resilience: What Makes Companies and Organizations Sustainable?

Cited by 8 publications

References 0 publications

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Organizational Resilience of Intimate Partner Abuse Nonprofits During the COVID-19 Pandemic

Pengaruh Pemasaran Media Sosial Pada Kinerja Pemasaran: Proposisi Nilai Sosial Produk Sebagai Variabel Mediator

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