The resilience of formal and informal tourism enterprises to disasters: reef tourism in Phuket, Thailand

Biggs, Duan; Hall, C. Michael; Stoeckl, Natalie

doi:10.1080/09669582.2011.630080

Cited by 276 publications

(207 citation statements)

References 92 publications

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“…In the face of threats that may prevent desired outcomes, resilience enables the organization to adapt by improvising (Coutu, 2002) and utilizing indigenous resources to respond to these threats (O'Brien & Hope, 2010). This adaptive ability, in the case of IMFIs, provides opportunities for individual entrepreneur members (Jones, 2005) to create resilient STFs (Biggs, Hall, & Stoeckl, 2012;Sullivan-Taylor & Wilson, 2009).…”

Section: Introductionmentioning

confidence: 99%

Informal microfinance institutions and development-led tourism entrepreneurship

Ngoasong

Kimbu

2016

Tourism Management

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Section: Introductionmentioning

confidence: 99%

Informal microfinance institutions and development-led tourism entrepreneurship

Ngoasong

Kimbu

2016

Tourism Management

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“…However, several authors have already identified relationships between the different fields. For example, we need resilient individuals to build resilient organizations (Biggs, Hall, Stoeckl, 2012;Doe, 1994;. Resilient organizations also need resilient supply chains (Sheffi, 2007) or resilient infrastructure (Bell, 2002;Erol, Mansouri, Sauser, 2009).…”

Section: Introductionmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

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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“…Despite the research in different fields seems to be isolated from each other, they are not. To build resilient organizations we need resilient individuals (Mallak, 1997;Doe, 1994;Biggs et al, 2012), resilient supply chains (Sheffi, 2007) and resilient infrastructure (Bell, 2002;Erol et al, 2009). To build resilient organizations we also need to apply resilient engineering principles (Righi et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Aligning Organizational Pathologies and Organizational Resilience Indicators

Allende¹,

Ruiz-Martín²,

López-Paredes³

et al. 2017

Int. J. Prod. Manag. Eng.

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Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM) to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.

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The resilience of formal and informal tourism enterprises to disasters: reef tourism in Phuket, Thailand

Cited by 276 publications

References 92 publications

Informal microfinance institutions and development-led tourism entrepreneurship

Informal microfinance institutions and development-led tourism entrepreneurship

What we know and do not know about organizational resilience

Aligning Organizational Pathologies and Organizational Resilience Indicators

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