Strategic resilience: staying ahead of a crisis

Välikangas, Liisa; Merlyn, Paul

doi:10.1108/08944310510556964

Cited by 9 publications

(3 citation statements)

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“…Therefore, the authors alongside the TTL workforce started to work on future product developments in an attempt to secure economic sustainability through strategic exploration (Valikangas and Merlyn, 2005). The company therefore went into the "wealth creation phase" of the business sustainability framework.…”

Section: Developing a Sustainability Strategymentioning

confidence: 99%

Identifying the characteristics for achieving sustainable manufacturing companies

Thomas

Francis

John

et al. 2012

Journal of Manufacturing Technology Management

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PurposeThe purpose of this paper is to identify the qualitative characteristics that can make manufacturing small to medium‐sized enterprises (SMEs) more robust and hence become economically sustainable in this globally competitive environment. The characteristics identified will form the foundations for defining a new manufacturing management perspective to both academics and industrialists.Design/methodology/approachThrough a comprehensive case study approach the authors initially analyse the developmental cycle of the subject company and then identify the key characteristics which enabled the company to become economically sustainable and survive in the changing environment in which it operates. The paper opens with a brief academic analysis of sustainability literature available, before developing the case study.FindingsTraditional business improvement strategies, such as Lean and Agility, which many companies initially follow in an attempt to become more robust and economically stable, allow companies to deliver bottom‐line savings in production terms although their effectiveness depends upon the volume and demand profile of their products. Through the case study outlined in this paper however, a combined approach towards the application of Lean is outlined as a primary means of reducing operating costs alongside the simultaneous implementation of product innovation strategies which allows the company to break into new markets as a means to achieving long‐term economic sustainability and making it more robust to market changes. The development of a business within a business is described as an effective mechanism towards achieving business sustainability.Research limitations/implicationsThe paper proposes a novel approach to achieving economic sustainability within a business and can be of benefit to the wider industrial and academic community. The development of work around a single company has its obvious limitations and it is crucial that further work, with a range of companies in the area of business sustainability, is key to developing a comprehensive set of sustainability characteristics.Practical implicationsThe paper proposes a set of qualitative characteristics for the development of an economically sustainable manufacturing company. The development of a comprehensive case study with a subject company also directs and enables other companies of similar size and style to apply a similar approach and to achieve economic sustainability in an efficient and effective manner, through reducing production costs, minimising company failure and increasing business efficiency and effectiveness.Originality/valueThe development of a set of sustainability characteristics aimed at tackling directly the issues of economic sustainability is proposed and is considered by the authors as one of a kind. The case study approach also provides for a framework towards the implementation of sustainable manufacturing operations within SMEs.

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Section: Developing a Sustainability Strategymentioning

confidence: 99%

Identifying the characteristics for achieving sustainable manufacturing companies

Thomas

Francis

John

et al. 2012

Journal of Manufacturing Technology Management

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“…Handling resilience not just from disaster management, risk management or operational processes but combining all these approaches strategically to enable readiness of organization any disruption before the event creates resilient organizations. Organizational resilience management philosophy is the talent to convert the abovementioned problems into opportunities where the organization replenishes itself before environmental enforcement (Valikangas and Merlyn, 2005). This type of resilience is strategic because it enables organizations to learn and adapt before the environment requires emerging transformation (Valikangas and Romme, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…This type of resilience is strategic because it enables organizations to learn and adapt before the environment requires emerging transformation (Valikangas and Romme, 2013). Organizational resilience philosophy discovers a way out before the disruption (Valikangas and Merlyn, 2005), which permits organizations to use from uncertainties (Valikangas and Romme, 2013) and prosper. Organizational resilience management philosophy should be used from daily problems of maritime business to catastrophic risks (Çiçek and Topçu, 2018) to understand their business environment along with adapting to rapid changes in front of competitors.…”

Section: Discussionmentioning

confidence: 99%

Organizational resilience in maritime business: a systematic literature review

Akpinar

Özer-Çaylan

2022

MRR

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Purpose One of the common solutions to the business problems, disruptions and new developments of the global world is enhancing the resilience of systems, countries and organizations. Applying resilience differs according to business environments and context-based requirements of industries, which create a lack of consensus regarding how to achieve and apply it. To fill this gap and answer the main question, this study proposes to handle the resilience concept from an organizational perspective. By using an organizational point of view this study aims to offer an applicable philosophy that can be used by a wide range of stakeholders. Design/methodology/approach The main question of the study is to figure out whether “Is there any approach/lens to achieve resilient organizations which can be applied by the stakeholders of the system.” To reach such a “common application/approach” where the stakeholders can reach a consensus, a systematic literature review has been conducted to determine the existing approaches and practices. Findings The contribution of the study lies in two folds: to offer a maritime business resilience definition from the organizational point of view and to show the requirement of organizational resilience management philosophy in the maritime business context. An applicable framework is offered for the stakeholders of the maritime business transport system. Research limitations/implications The research has some limitations. This study is designed on a systematic review to figure out existing approaches used in the maritime business field and to defend and prove the necessity of organizational resilience management philosophy in maritime business management which helps organizational survival. Further research should use different methods to empirically test the conceptual model according to different segments/stakeholders of the maritime industry. Also, this research opens a new field of study about resilience subject from the maritime context where organizational approach mentions hardly any. Therefore, future studies should investigate developing key performance indicators of components of the proposed model and its effects on maritime organizations. Practical implications As a volatile industry, increasing resilience capability helps maritime organizations to decrease the effects of disruptions while at the same enable them to operate the core business functions in the maritime business. Maritime business needs to solve not only one-time problems but also needs to resolve and exploit new opportunities from disruptions via resilient management philosophy, which help organizational adaption in fluctuating periods. To prevent such problems and become ready for complex environmental changes, organizational resilience management philosophy is vital. Social implications Organizational resilience offers maritime business a holistic approach to evaluate problems of the system by submitting multiple ways to handle problems that help to manage uncertainty and change. Resilient management philosophy enables maritime business organizations to fight against their vulnerabilities that create risk, especially in a turbulent business environment. Originality/value The originality of the study lies in highlighting the importance of organizational resilience management philosophy in the maritime business context. And an organizational resilience framework is offered.

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