Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development

Ahmed, Eltigani; Kilika, James M.; Gakenia, Clare

doi:10.33844/ijol.2021.60599

Cited by 6 publications

(9 citation statements)

References 44 publications

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“…According to the author, this approach to resilience builds on the underlying assumption that organizations with better foresight are in a condition to mitigate risks. Consistent with this Ahmed et al (2021) add that most studies associate organizational resilience with preparedness for disruptive situations. However, Darkow (2019) goes on and criticizes this notion of resilience for being based on reliance on the quantitative conception of risk that assumes risk exists in real form.…”

Section: Temporal Considerations In Resilience Conceptualizationsmentioning

confidence: 59%

“…recent review of resilience literature that attempted to trace convergence among definitions byAhmed et al (2021) sheds light on the postcrisis notion of resilience that entails restoration, positive transformation, and prosperity. In restorations, the authors suggest firms capitalize on disruptions through the sensing and seizing of every opportunity that comes along with adversity (later treated in this paper as 'exploitation').…”

mentioning

confidence: 99%

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Organizational resilience as paradox management: A systematic review of the literature

Tekletsion,

Gomes,

Tefera

2023

Contingencies & Crisis Mgmt

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The study of organizational resilience has gained considerable attention in the past two decades owing to the dynamic nature of the business landscape. Researchers converge on the need for organizations to build resilience capacities that enable them to anticipate, cope with and recover from unexpected events and adversities. Resilience has been understood as the ability of organizations to anticipate, survive and thrive through shocks. This study aims to further our understanding of the resilience literature through a systematic review of 25 articles from selected databases of EBSCO host, Scopus and Web of Science. It aimed to glean insights from the organizational resilience literature by adopting a paradox perspective and locate a meaningful intersection of past literature. Towards this end, the studies included in the review are critically examined for indications of paradoxical tensions within discussing the processes of resilience. More than half of the records reviewed (61%) involve opposite but interrelated demands or paradox elements in their processual conceptualization of resilience suggesting a view of the resilience process as paradox management. Future research might merit from the empirical investigation of the link between paradox mindsets/capabilities and resilience process in different contexts and varied levels of analysis.

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Section: Temporal Considerations In Resilience Conceptualizationsmentioning

confidence: 59%

mentioning

confidence: 99%

Organizational resilience as paradox management: A systematic review of the literature

Tekletsion,

Gomes,

Tefera

2023

Contingencies & Crisis Mgmt

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“…The ordering or clustering is based on comparative inherent capabilities that each organisation develops to weather disruptive shocks. According to Ahmed et al (2021c), "organisations achieve different resilience outcomes based on intrinsic values, preparedness, strategies, and industry characteristics" (p. 396). Based on intrinsic resilience scores induced by their strategic preparedness, organisations are also classified in upper-echelon, mid-echelon, and low-echelon, as illustrated in Figure 2.…”

Section: Resilience-induced Organisational Spheric Clusteringmentioning

confidence: 99%

“…By positioning SCA within the broader concept of organisational resilience, DROV is a new postulation that has evolved from DCV and DRBV to fully explain how some firms survive and thrive amid systemic disruption as others collapse (Ahmed et al, 2021b). At the heart of DROV is leadership-induced actions.…”

Section: Introductionmentioning

confidence: 99%

“…DROV derives its inspiration from the growing realisation that a framework for implementation of dynamic capabilities is not only necessary but the mechanism through which such a framework can springboard warrants scholarly reevaluation (Dyduch et al, 2021). This led to a theoretical postulation that dynamic resource orchestration, moderated by leadership strategy, makes firms resilient and generates SCA in times of systemic disruptions (Ahmed et al, 2021b).…”

Section: Introductionmentioning

confidence: 99%

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Strategy-induced organisational resilience through dynamic resource orchestration

Ahmed¹,

Kilika

Gakenia³

2022

IJRBS

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Dynamic Capabilities View (DCV) has an illustrious history of having dominated strategic management thinking for more than two decades now (Bleady et al., 2018). However, its pillars have since begun to quake in the wake of growing cataclysmic episodes, which have made it the subject of intense scrutiny by the scholarly community. The DCV view typifies adaptive properties as strategic agility, whose essence is value creation through innovative products and novel business models instead of incremental improvement of existing models and products (Wójcik, 2015). It is instructive to note that the DCV evolved from the Resource-Based View's (RBV's) notion of Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources, signaling that theory development in the strategic management space is an infinite evolutionary process characterised by continuous shifts in conceptualisation (Bleady et al., 2018; Schilke et al., 2018). However, the thinking that informed the development of DCV is increasingly being challenged by the growing realisation that every competitive advantage has a shelf-life (Wójcik, 2015). A defense of DCV is nonetheless offered by Helfat et al. (2009), who argue that fast-paced environments are not necessarily always disruptive, and as such, the continued currency of DCV cannot be downplayed.

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Beyond the COVID-19 pandemic: what builds organizational resilience capacity?

Matysek-Jędrych

Mroczek-Dąbrowska²,

Kania³

2022

IJOEM

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PurposeThe outbreak of the coronavirus pandemic (COVID-19) has severely disrupted businesses around the world. To address the impact of operational and strategic business disruptions, this paper contributes to the practice of a firm's management in terms of identifying the determinants of organizational resilience (OR) and creating a hierarchical model of the potential sources of a firm's adaptive capability.Design/methodology/approachA novel research framework integrating Pareto analysis, grey theory and total interpretive structural modeling (TISM) has been applied to, first, identify the sources of a company's resilience and, second, to determine contextual relations among these sources of OR.FindingsThe findings of the survey highlight three primary sources that allow companies to build companies' resilience: access to financial resources, digitization level and supply chain (SC) collaboration. The authors' model shows that resilience cannot be viewed as a particular feature but rather as a dynamic intertwined network of different co-dependent sources.Research limitations/implicationsThe proposed hierarchical model indicates that the most crucial sources of company's resilience in the recent pandemic are access to financial resources, digitization level and SC collaboration.Originality/valueThe study takes an original investigation on cognitive grounds, touching on the problem of firms' resilience to the unique nature of the crisis caused by the COVID-19 pandemic. The study also represents one of the few attempts to use integrated Pareto analysis, grey theory and TISM to examine this critical area of firm management.

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Progressive Convergent Definition and Conceptualization of Organizational Resilience: A Model Development

Cited by 6 publications

References 44 publications

Organizational resilience as paradox management: A systematic review of the literature

Organizational resilience as paradox management: A systematic review of the literature

Strategy-induced organisational resilience through dynamic resource orchestration

Beyond the COVID-19 pandemic: what builds organizational resilience capacity?

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