Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

Raetze, Sebastian; Duchek, Stephanie; Maynard, Marianne; Kirkman, Bradley L.

doi:10.1177/10596011211032129

Cited by 68 publications

(85 citation statements)

References 228 publications

(348 reference statements)

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“…The resilience topic has been recently studied in management scholar [42,43] mainly during the COVID-19 crisis. Organizational resilience refers to a company's response to being destroyed, and it emphasizes the ability to recover and flourish in the face of adversity, crisis, or disaster [44].…”

Section: The Current State Of the Artmentioning

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: The Current State Of the Artmentioning

confidence: 99%

Boosting Sustainability through Digital Transformation’s Domains and Resilience

2022

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“…Resilience is the capacity to bounce back from conflict failure, adversity, or even positive events (Raetze et al,2021).…”

Section: Employee's Resilience (Er)mentioning

confidence: 99%

The Mediating Role of Employee Resilience on The Relationship Between Human Resource Management practices and Innovative Work Behaviors: An Applied study on Egypt Air in Cairo

Nile¹,

Galal

2022

المجلة العلمیة للدراسات التجاریة والبیئیة

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Nowadays, the success of any organizations is measured by the extent of their interest on human capital, and their ability to direct and manage them effectively. This study objective is to investigate the impact of Human Resource practices on innovative work behavior by examine the mediating role of employee resilience. The importance of this study witnessed through its contribution to reflect how Human resource management practices and its variables (recruitment-reward-training-performance) has a significant impact on employee resilience and their positive impact on Innovative work behaviors. The primary data is collected by

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“…The Covid-19 pandemic, for example, has forced the experimentation of new business models that call for a more unambiguous reconceptualisation of SCA (Seetharaman, 2020). Such a reconceptualisation in the context of VUCA refocuses attention to the broad meaning of sustainability as the ability of an enterprise to survive and thrive, which are definitive characteristics of organisational resilience (Raetze et al, 2021;Zwane & Kanyangale, 2019).…”

Section: Introductionmentioning

confidence: 99%

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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Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

Cited by 68 publications

References 228 publications

Boosting Sustainability through Digital Transformation’s Domains and Resilience

Boosting Sustainability through Digital Transformation’s Domains and Resilience

The Mediating Role of Employee Resilience on The Relationship Between Human Resource Management practices and Innovative Work Behaviors: An Applied study on Egypt Air in Cairo

Strategy-induced organisational resilience through dynamic resource orchestration

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