Organizational Resilience: The Theoretical Model and Research Implication

Xiao, Lei; Cao, Hongtao

doi:10.1051/itmconf/20171204021

Cited by 39 publications

(40 citation statements)

References 15 publications

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“…Organizational Resilience (Res) Refers to an organization's response to damage and it highlights the ability to recover and grow under uncertainty, crisis, and emergency. [63] Competitive Advantage (CompetAdv)…”

Section: Construct Definition Referencementioning

confidence: 99%

Boosting Sustainability through Digital Transformation’s Domains and Resilience

2022

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Sustainability is a must for all businesses in all industries. It can boost company image and productivity while being aligned with customer needs. On the other hand, digital transformation (DT) is vital for business environments, and organizations need to be resilient in the face of crises such as COVID-19. The main objective of our study is to figure out how DT and organizational resilience might help businesses become more sustainable. This study presents a model that explains social, environmental, and economic sustainability considering the domains of DT and organizational resilience. Our model is evaluated on the data gathered by 208 c-suite leaders from various Iranian companies. The model was empirically validated through a quantitative method of Partial Least Squares/Structural Equation Modeling (PLS/SEM) technique. The findings reveal that the five studied factors have substantial impact on the sustainability of Iranian organizations including data-driven, business process innovation, customer engagement, organizational resilience, and competitive advantages.

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Section: Construct Definition Referencementioning

confidence: 99%

Boosting Sustainability through Digital Transformation’s Domains and Resilience

2022

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“…The Readiness Building System, developed by the Wandersman Center, is a comprehensive process to delineate and improve an organization’s readiness to implement innovative programs and practices with quality (Imm et al, 2020 ; Wandersman & Scaccia, 2018 ). Organizational resilience has been defined as the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions to survive and prosper (Denyer, 2017 ; Xiao & Cao, 2017 ). The RRR tool assesses an organization’s readiness and identifies areas impacted by the disruption(s).…”

Section: Readiness Resilience and Recoverymentioning

confidence: 99%

The Readiness, Resilience and Recovery Tool: An Emerging Approach to Enhance Readiness Amidst Disruption

Kolodny-Goetz¹,

Hamm²,

Cook³

et al. 2021

Glob Implement Res Appl

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Disruptions of varying severity often occur in the course of an organization’s work to implement new programs or projects. These disruptions may slow their progress or even derail the work altogether. Resilient organizations must be prepared to respond in a thoughtful and timely way to disruptions. Readiness, Resilience and Recovery is an adaptable readiness assessment tool that organizations can use to proceed with their work with insight about their readiness status and how their readiness has been impacted by a disruption. The resulting information can then be used to guide the development of solutions for recovery and build the organization’s overall capacity for resilience. Based on our early experience, the Readiness, Resilience and Recovery approach is emerging as a tool that can be useful when organizations face significant disruptions. We have found it to be adaptable to different types of projects, at various points in the implementation cycle, and with multiple types of disruptions. To demonstrate its use, this illustrative paper provides five examples from different projects and settings: Substance Abuse Treatment Services, Multi-Site Sexual Assault Prevention Initiative, Serve and Connect (a Police-Community Relationships Initiative), Carolina Family Engagement Center (family engagement in schools), and Action for Equity (an equity intervention). Practical uses of the tool and conceptualizing it within important implementation science concepts are discussed. Supplementary Information The online version contains supplementary material available at 10.1007/s43477-021-00011-6.

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“…Resilient capacities contain cognitive, behavioral, and contextual elements and results from using different organizational routines in dealing with uncertainty and complexity (Lengnick-Hall and Beck 2005;Lengnick-Hall et al, 2011). Xiao & Cao (2017) highlighted cognitive resilience in terms of a conceptual orientation that enables an organization to notice, interpret, analyze, and formulate responses in ways that go beyond simply surviving an ordeal. Behavioral resilience is the engine that moves an organization forward.…”

Section: Factors Determining Organizational Resiliencementioning

confidence: 99%

Organizational Resilience – Paradigm for Corporate Sustainability During Covid-19 in the Private Sector of North Macedonia

Trajkova¹,

Sterjovski²,

Andonov³

2021

International Scientific Conference EMAN – Economics and Management: How to Cope With Disrupted Times

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The archetype for optimal functionality of modern organizations in unstable and disruptive conditions, known as the new normality, since the outbreak of Covid-19 has become one of the latest paradigms for contemporary management. The challenge arises in the process of creating organizational competences for effective responses to the influences of Covid-19 and securing sustainability reflected as organizational resilience. This paper aims to present the theoretical contours and conceptualization of organizational resilience. The analysis of the theoretical background describes affective, cognitive, relational, and structural mechanisms which are distinct constitutive dimensions of the concept. The research agenda provides answers to the questions regarding the strength of the antecedents through a frame that covers three dimensions: Situational awareness, Adaptive Capability, Individual participation and Engagement. Methods: based on the structural dimensions, for the purposes of this paper, quantitative research was conducted, with a questionnaire on a sample of 138 respondents from companies with domestic and foreign capital located in North Macedonia. The statistical analysis of the data is presented through a resilience analysis grid (RAG). Results: The paper displays an approach to defining the corporative resilient capacities; a framework for identification of a resilient profile in different levels of conceptualization (RAG); an identification of the strength of the potential determinants. Conclusion: The appliance of the determinant model provides answers to the research questions for the potential strengths of resilience capacity determinants in the companies in North Macedonia. The resilience analysis grid (RAG) visualizes the strength of the potential determinants and secures directions for safety management, especially in continuous conditions of long lasting economic shocks.

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Organizational Resilience: The Theoretical Model and Research Implication

Cited by 39 publications

References 15 publications

Boosting Sustainability through Digital Transformation’s Domains and Resilience

Boosting Sustainability through Digital Transformation’s Domains and Resilience

The Readiness, Resilience and Recovery Tool: An Emerging Approach to Enhance Readiness Amidst Disruption

Organizational Resilience – Paradigm for Corporate Sustainability During Covid-19 in the Private Sector of North Macedonia

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