Resilience from the real world towards specific organisational resilience in emergency response organisations

Trijp, J.M.P. van; Boersma, Kees; Groenewegen, Peter

doi:10.1504/ijem.2018.097358

Cited by 10 publications

(5 citation statements)

References 66 publications

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“…Organizational capacity should focus on a variation in external crises to demonstrate their resilience (Lalonde, , ; Ruiz‐Martin, Lopez‐Paredes, & Wainer, ). This is in line with the standard definitions for organizational resilience in which an organization learns to improve itself by withstanding, surviving, and adapting to crisis demands (McManus, Seville, Vargo, & Brunsdon, ; Ruiz‐Martin et al, ; Seville, ; Somers, ; van Trijp et al, ).…”

Section: Introductionsupporting

confidence: 80%

“…RU means “Resilience Units,” originally introduced by Van Trijp et al (, ) as AU (Arbitrary Units) and later renamed as Resilience Units. It describes the quantitative measure of organizational resilience (van Trijp, ; van Trijp & Ulieru, ; van Trijp et al, ).…”

Section: A Brief Sketch Of the Modelmentioning

confidence: 99%

“…Resilience is one of the coping mechanisms organizations use as we live in a turbulent world in which many human‐induced and natural hazards are present. Resilience is known to be considered in a multitude of varieties (Comfort, Sungu, Johnson, & Dunn, ; Folke, ; Folke et al, ; Holling, ; van Trijp, Boersma, & Groenewegen, ; Woods, ). Recently, we have seen the need for resilience in cases such as the hazards of the repeated wildfires in California (USA), Australia, Indonesia, and Southern Europe.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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

Trijp¹,

Boersma²,

Trijp

et al. 2019

Risk Hazard & Crisis Pub Pol

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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.

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Section: Introductionsupporting

confidence: 80%

Section: A Brief Sketch Of the Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

Trijp¹,

Boersma²,

Trijp

et al. 2019

Risk Hazard & Crisis Pub Pol

Self Cite

View full text Add to dashboard Cite

show abstract

“…Anthropogenic hazard -phenomena generated by human interaction in the cycle of nature, triggered or favored by human actions and generating harmful effects (Buckingham, 2011). Excessive exploitation without environmental and climate feasibility studies of natural resources (forestry, mining, hydrographic, biosphere), chaotic development of human settlements, industrial centers, intervention on river basins, excessive pollution and indifference to the environment, represent the most dangerous trigger or adjuvant of the phenomena pending the disasters, the consequences being generally catastrophic (Trijp, 2018).…”

Section: Review Of the Scientific Literaturementioning

confidence: 99%

Risk from the Perspective of the Emergency Management System

Goagara¹,

Staneci²,

Olaru³

2022

New Trends in Sustainable Business and Consumption

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The incredible technological development of the last decades, the globalization of at least information, the cooperation at state, regional, global level, the removal of autistic dominant centers from the planetary equation and the appetite imposed by the increasing frequency of disasters and their effects have now led to a new beginning: a beginning of the challenge of the human struggle for man, for a climatic good, not against nature, for survival. In order to reduce the destructive potential generated by a natural disaster and the analysis of risks and vulnerabilities, man can intervene both in environmental control (stopping deforestation, pollution, irrational excavations) and through a more careful, more applied approach to technological elements. which may be the premises for the occurrence of a negative phenomenon (accidental pollution, nuclear accidents, global warming, hydrological hazard) thus increasing risk resistance and reducing vulnerability. Through an analysis of risk and vulnerabilities and a package of concrete and precise data covering the entire state level of critical infrastructure, private assets and particularities of communities, an impact assessment can be obtained that adjusts both response plans. but especially financial planning and economic development projections to offset the social, economic and environmental costs of the disaster. Such a pre-event and post-event evaluation can be the foundation of a future strategy. The main objective of the article is the analysis of the main categories of risks that define the management system of emergency situations based on the connection between them.

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“…Resilience was first introduced by Holling [20] in the field of ecosystems and defined as "a measure of the persistence of systems and of their ability to absorb change and disturbance and still maintain the same relationships between populations or state variables," which is considered as the origin of "modern resilience theory" [21][22][23]. From the early 2000s onward, the concept of resilience was widely applied in diverse domains, including economics [24,25], organization [26][27][28], engineering [29][30][31], and psychology [32][33][34]. The introduction of resilience to the CI sector was relatively late, but it is developing rapidly.…”

Section: Introductionmentioning

confidence: 99%

Resilience Assessment Frameworks of Critical Infrastructures: State-of-the-Art Review

2021

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During the past two decades, critical infrastructures (CIs) faced a growing number of challenges worldwide due to natural disasters and other disruptive events. To respond to and handle these disasters and disruptive events, the concept of resilience was introduced to CIs. Particularly, many institutions and scholars developed various types of frameworks to assess and enhance CI resilience. The purpose of this paper is to review the resilience assessment frameworks of the CIs proposed by quality papers published in the past decade, determine and analyze the common dimensions and the key indicators of resilience assessment frameworks of CIs, and propose possible opportunities for future research. To achieve these goals, a comprehensive literature review was conducted, which identified 24 resilience assessment frameworks from 24 quality papers. This paper contributes to the current body of resilience research by identifying the common dimensions and the key indicators of the resilience assessment frameworks proposed for CIs. In addition, this paper is beneficial to the practice, because it provides a comprehensive view of the resilience assessment frameworks of CIs from the perspective of implementation, and the indicators are pragmatic and actionable in practice.

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Resilience from the real world towards specific organisational resilience in emergency response organisations

Cited by 10 publications

References 66 publications

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

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

Risk from the Perspective of the Emergency Management System

Resilience Assessment Frameworks of Critical Infrastructures: State-of-the-Art Review

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