Organizational Resilience and the Relationship With Six Major Crisis Types for Dutch Safety Regions

Abstract

An emergency response organization is resilient when it learns from and is well equipped to handle (potential) risks and hazards. In this paper, we will address the organizational resilience fit for Dutch emergency response organizations (safety regions) in relation to various types of crisis. The approach presented in this paper is based on a quantitative organizational resilience model. We validated the model by means of a survey conducted among the employees of Dutch safety regions. In this survey, we queried how the employees perceive the different attributes related to a set of crisis types. We used the results to calculate the quantitative representation of organizational resilience. We found that the presence of a Quality Management system or a Safety Management system does not significantly influence the organizational resilience of the organization. However, a statistically significant difference for organizational resilience was found in the type of staff assignment: volunteer, professional, or volunteer and professional. The volunteers rated the organizational resilience lower. We recommend to increase a safety region’s organizational resilience by enhancing communication and organizational engagement of volunteers, stop pursuing a Quality/Safety Management program and perform further research on (international) emergency response organizations.

Procjena kapaciteta za institucionalnu otpornost u lokalnoj javnoj upravi

“…In a general approach, resilience is considered to be the capacity to adapt to shocks or other unforeseen events that do not affect the nature of relationships built within the sphere of activity in which an individual is active (Oxford Learners Dictionary, 2021). In particular, institutional resilience is defined as the capacity of an organisation to anticipate future events, shocks, or stressors, and use all its resources to continue to perform and continuously develop in the long term (Denyer, 2017;Van Trijp et al, 2019;Raetze et al, 2021). Grotberg (1995) argued that through resilience, an organisation becomes immune to the disruptive factors affecting it when a crisis is triggered.…”

The Resilience Level of Lecturers from a Training Institute in Malaysia

“…Even though research on organizational resilience has grown in recent years (Van Trijp et al, 2019), there is still a gap (Desjardine et al, 2019), and it is critical to investigate the multifaceted aspects of resilience (Liu et al, 2019). There are many studies conducted on organizational resilience looking at individuals within the organization, which focuses on traits that predict personal resilience.…”

Editorial: The Contingency Perspective to Crisis Management

“…最后，作者John Van Trijp 等人()识别了六种危机类型，将其与组织弹性相联系，这种组织弹性被定义为“通过承受、存活、适应危机需求，进而学习以提高自身”(Van Trijp et al, : 3)。作者通过一项调查，研究了25个荷兰安全区（负责跨学科应急预备响应的地区级组织）的组织弹性，以及与安全区服务领域中灾害危机之间的联系。出乎意料的是，作者发现就如何影响弹性而言，危机类型之间不存在差异。作者发现，从危机发生之前到危机结束后，安全区内外部利益攸关者之间的（风险）传播质量是一个（决定）危机缓解和合作取得成功的关键因素。作者还发现，志愿消防员与在消防部门工作的同事相比，前者对安全区弹性的评价显著低于后者。调查得出的弹性得分较低，可能归因于志愿者在组织中的较少参与程度，增加的官僚步骤，和自上而下的质量管理——志愿消防员尤其经历了这样的组织限制(Van Trijp, )。…”

“…Por último, John Van Trijp () et al distinguen seis tipos de crisis y los relacionan con la resiliencia organizacional, definida como "aprender a mejorar a sí mismo al resistir, sobrevivir y adaptarse a las demandas de la crisis" (Van Trijp et al, : 3). Emplean una encuesta para estudiar la resiliencia organizativa de veinticinco regiones de seguridad holandesas (organizaciones de respuesta y asistencia multidisciplinaria a nivel regional en los Países Bajos) en relación con los peligros y las crisis en su área de servicio.…”

“…Además, encuentran que los bomberos voluntarios evalúan la resistencia de su región de seguridad significativamente más baja que sus colegas con un contrato de trabajo en los servicios de bomberos. Este puntaje más bajo en resiliencia en las encuestas puede deberse a una menor participación de voluntarios con la organización y a un aumento de los procedimientos burocráticos y de la gestión de la calidad de arriba a abajo, que en particular los voluntarios de los bomberos experimentan como una restricción organizativa (Van Trijp, ).…”