The Application of the Viable System Model to Enhance Organizational Resilience

Ruiz-Martín, Cristina; Ríos, José Manuel Pérez; Wainer, Gabriel; Pajares, Javier; Hernández, César Arranz; López-Paredes, Adolfo

doi:10.1007/978-3-319-55889-9_5

Cited by 18 publications

(11 citation statements)

References 36 publications

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“…Following this research line, several works have started to address the issue. For example, Ruiz-Martin et al (2017) proposed to apply the Viable System Model to design resilient organizations. Ruiz-Martin et al (2015) remarked the importance of communication systems in organizational resilience and suggested evaluating the communication system using network theory.…”

Section: Discussion About Organizational Resilience Assessmentmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

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134

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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Section: Discussion About Organizational Resilience Assessmentmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

Self Cite

134

124

View full text Add to dashboard Cite

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“…The study differentiates between conventional resources and meta resources and suggests that conventional resources are precursors of organizational meta resources. Ruiz-Martin et al (2017) proposed a viable systems model as a framework for designing resilient organizations. Their literature review indicated that it is difficult to reach a consensus among the factors that enhance organizational resilience and measure it.…”

Section: Conceptual and Empirical Literaturementioning

confidence: 99%

The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

Ahmed¹,

Kilika²,

Gakenia³

2021

IJRBS

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The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

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“…Beer's VSM model has been used extensively as a conceptual tool for understanding organisations, redesigning them where appropriate, and supporting the management of change (Espejo & Gill 1996). For instance, it is applied to study the knowledge management systems (Leonard, 2000), to analyse the role of leadership in viable organisations (Rowe, 2010), to enhance organizational resilience (Ruiz‐Martin et al, 2017), as a framework to guide adaptive organizational response (Cardoso‐Cadro, 2019), and most recently to review disaster risk reduction activities (Shaw, Fattoum, Moreno, & Bealt, 2020) (Figure 1).…”

Section: Theoretical Foundationmentioning

confidence: 99%

“…We apply the Viable System Model (VSM) (Beer, 1985) as roadmap to explore our research question. We consider the VSM as a suitable approach for this study, as it is based on a systemic diagnosis of the viability of a system, hence exploring its resilience capacity (Ruiz‐Martin, et al, 2017). We examine how the United Kingdom and Norway apply TD to achieve societal resilience through policy networks and contrast their outcomes in responding to COVID‐19 crisis structures (NMDJP, 2018; UK Cabinet Office, 2013).…”

Section: Introductionmentioning

confidence: 99%

Total Defence Resilience: Viable or Not During COVID‐19? A Comparative Study of Norway and the UK

Pollock¹,

Steen²

2020

Risk Hazard & Crisis Pub Pol

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The total defence (TD) concept aims to provide an effective crisis response structure by increasing society resilience. However, the complexity of its structure regarding resource mobilization and management process highlights the need for a complexity‐oriented approach in the operationalising of TD. We study the application of TD during the COVID‐19 crisis and explore what makes the TD a viable system with resilience capabilities in the face the crisis. We apply the Viable Systems Model as a methodology to compare the viability of the United Kingdom and Norwegian TD systems, both of which use systems networks to achieve resilience, and contrast the different outcomes of each country. Our analysis highlights that: Managing the complexity of the TDS requires that all of the involved agencies proactively adopt a transparent approach to a joint decision making. This demands a wide range of sources of innovative solutions at different levels. Joint exercises, developed by the responsible agencies, enhance mutual understating of roles and responsibilities and crisis response structure. This calls for institutionalized support to dedicate resources. To avoid communications challenges, involved agencies in the TDS need to adopt an open messaging strategy, highlighting how to deal with uncertainties in communicating of decisions and action.

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The Application of the Viable System Model to Enhance Organizational Resilience

Cited by 18 publications

References 36 publications

What we know and do not know about organizational resilience

What we know and do not know about organizational resilience

The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience

Total Defence Resilience: Viable or Not During COVID‐19? A Comparative Study of Norway and the UK

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