The Search For Understanding Organizational Resilience

Abstract

Organizations' ability to cope with environmental uncertainties, threats, crises, and unexpected events depends on their resilience capacity. Resilience is to survive after a hard and distressful event. The concept, which is a research topic in a wide range of disciplines, has begun to be scrutinized recently in organizational science and the literature in this area is still in the developmental stage. This also indicates the need for studies on organizational resilience. The studies to be done in this area will provide important contributions to the literature and will be the basis for the future empirical studies. In this context, this study is aimed to provide a contribution to meet this need and tried to clarify i) what organizational resilience is, ii) the dimensions of organizational resilience, iii) the actions and reflexes of the resilient organizations in the event of any disruptive event or crisis, which affect the performance and business continuity, and iv) the features and abilities of the resilient organizations in terms of some other organizational concepts such as strategic planning, knowledge management and innovation.

Organisational resilience: a qualitative study about how organisations handle trends and their effects on business models from experts’ views

“…Nevertheless, the proactive resilience strategy seems to be more promising for enhancing organisational resilience regarding the influence of trends on their BM. Ince (2017) reported that highly resilient organisations are characterized by an effective coping of change, threats or challenges; quick adaption to disruptions; and fast recovery to equilibrium after a destructive event. Further, they highlight several actions and reflexes of resilient organisations, including the critical aspects of planning and preparation, sensemaking, response and recovery and rapidity (Ince, 2017).…”

“…Ince (2017) reported that highly resilient organisations are characterized by an effective coping of change, threats or challenges; quick adaption to disruptions; and fast recovery to equilibrium after a destructive event. Further, they highlight several actions and reflexes of resilient organisations, including the critical aspects of planning and preparation, sensemaking, response and recovery and rapidity (Ince, 2017). Moreover, this study finds that within the proactive resilience strategy, the usage of foresight methods was mentioned most often by experts.…”

<b>ANÁLISE DAS DIRETRIZES ESTRATÉGICAS USADAS PARA INCORPORAR A RESILIÊNCIA NOS PROCESSOS ORGANIZACIONAIS</b>

“…Num contexto generalista, Ince et al (2017) afirmam que a resiliência organizacional surge quando as empresas são obrigadas a manter suas habilidades, competências e capacidades organizacionais em um ambiente em mudança, desafiando situações de competição.…”

“…Boin; Comfort; Demchak 2010Capacidade de "salto para trás" em caso de uma perturbação. Mafabi;munene;ntayi (2012) Capacidade de uma organização para ser proativo e / ou reativo para lidar com as demandas ambientais e ameaças Ince et al (2017) Capacidade das organizações para lidar com incertezas ambientais, ameaças, crises e acontecimentos inesperados Wieland;Marcus Wallenburg (2013) Capacidade de investir na rotina de compartilhar conhecimento sobre mudanças relevantes no ambiente, em avançar ou quando ocorrerem. Manab;aziz (2019) Capacidade de uma organização antecipar e planejar com antecedência para lidar com eventos potenciais inesperados por meio da abordagem SRM para a sobrevivência da empresa a longo prazo.…”

“…Os eventos que levam as organizações a resistirem às crises podem surgir de diferentes formas, por crises financeiras globais, estagnação econômica, desastres naturais, erros humanos e terrorismo (INCE et al, 2017). Independentemente da forma como surgem, é vital para as organizações tenham tenacidade e se mantenham atentas a esses eventos.…”