Towards a resilience management framework for complex enterprise systems upgrade implementation

Teoh, Say Yen; Yeoh, William; Zadeh, Hossein Seif

doi:10.1080/17517575.2015.1085096

Cited by 15 publications

(14 citation statements)

References 47 publications

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“…In their description, the authors particularly focus on threat detection and response activation as critical phases within the process. Further process approaches can be found in more practice-oriented papers with a focus on resilience management (McManus et al 2008;Teoh and Zadeh 2013). For example, McManus et al (2008) present a resilience management process that consists of three elements (building situational awareness, managing keystone vulnerabilities, and increasing adaptive capacity) and that can serve as a practical guide for improving resilience.…”

Section: Previous Conceptualizations Of Organizational Resiliencementioning

confidence: 99%

Organizational resilience: a capability-based conceptualization

Duchek

2019

Bus Res

762

998

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In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crises, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, there is little consensus about what resilience actually means and how it is composed. More knowledge is particularly needed about organizational capabilities that constitute resilience, as well as conditions for their development. This paper aims to make a contribution to this heterogeneous research field by deepening the understanding of the complex and embedded construct of organizational resilience. We conceptualize resilience as a meta-capability and decompose the construct into its individual parts. Inspired by process-based studies, we suggest three successive resilience stages (anticipation, coping, and adaptation) and give an overview of underlying capabilities that together form organizational resilience. Based on this outline, we discuss relationships and interactions of the different resilience stages as well as main antecedents and drivers. We formulate propositions that can act as a foundation for future empirical work.

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Section: Previous Conceptualizations Of Organizational Resiliencementioning

confidence: 99%

Organizational resilience: a capability-based conceptualization

Duchek

2019

Bus Res

762

998

View full text Add to dashboard Cite

show abstract

“…Planning and formalising response arrangements in advance means that the organisation is free, at the time of crisis, to be much more adaptive and resilient in its response (Teoh and Zadeh, 2013). Thus, instead of planning for an uninterrupted and continuous operation, a resilient organisation is able to recognise disturbances and circumvent risk with an ability to adapt and reconfigure as quickly as appropriate, either to bring the organisation to the optimal operational position, or to converge to a new optimal operating position (Teoh and Zadeh, 2013).…”

Section: Planning and Resiliencementioning

confidence: 99%

CEO Decision Making under Crisis: An Agency Theory Perspective

Sarkar

Wingreen

Cragg

2017

PAJAIS

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Organisational resilience has gained increasing attention in recent years. This paper focuses on information systems resilience, which is an aspect of organisational resilience. Given the potentially devastating implications of disruptions to organisations, understanding the dynamics of the successful adaption of IS within organisations indicates an important avenue for future research. In this paper, we adopt Agency Theory to develop a conceptual framework, focused on decision making and planning for IS resilience. Concourse theory and Q-methodology were used to develop a Q-sort questionnaire, which was refined through interviews with researchers and IS professionals. The resulting 37 statements were then sorted by eight CEOs of Small Medium Enterprises (SME). Q-sort methodology identified three types of decision makers from the data, each representing distinct collective perspectives. These types are described and discussed, along with implications of findings as well as suggestions for future research.

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“…Khoo (2006) and Otieno (2010) explored ES upgrade decision-making and suggest that upgrade decision-making encapsulates an interaction of both motivating and constraining forces. However, knowledge of ES upgrade decision processes remains scant, possibly because the literature on ES upgrades (Ng, 2011;Teoh et al, 2015) and decision(s) models offer limited information on upgrade decision processes (Khoo, 2006;Otieno, 2010;Morgan and Ngwenyama, 2015). The increasing importance of upgrade decisions needs a better understanding to enable a systematic approach to ES upgrade decision-making This study provides insights on ES upgrade decision processes from an organisation perspective to understand how the different processes facilitate upgrade decision-making.…”

Section: Introductionmentioning

confidence: 99%

A systematic approach for enterprise systems upgrade decision-making

Feldman

Shah

Chapman

et al. 2017

JEDT

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Purpose-Enterprise Systems (ES) upgrade is fundamental to maintaining a system's continuous improvement and stability. However, whilst the extant literature is replete with research on ES upgrade decision-making, there is scant knowledge about how different decision processes facilitate this decision to upgrade. This paper aims to investigate and better understand these processes from an organisation perspective. Research approach-A qualitative survey design adopted, utilised a web-based questionnaire and semi-structured interviews to collect data from 23 large organisations. Data accrued was qualitatively analysed and manually coded to identify the various decision processes undertaken during ES upgrade decisions. Findings-Analysis results reveal complex interrelations between the upgrade drivers, the need to evaluate the new version's functionality and the upgrade impact. Understanding the interaction between these elements influences the upgrade decision process. Research limitations-The study proposes ES upgrade processes that support a decision to upgrade major releases. Further research is required to offer either similar or conflicting arguments on the upgrade decision-making and provide a probabilistic generalisation of the decision-making processes. Originality-The research offers a comprehensive and empirically supported methodical approach that embraces an evaluation of a new version's functionality, technical requirements and concomitant upgrade implications as intrinsic decision processes. This approach assists in the decisions to establish the upgrade need and determine the level of change, effort required, impacts and associated benefits.

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Towards a resilience management framework for complex enterprise systems upgrade implementation

Cited by 15 publications

References 47 publications

Organizational resilience: a capability-based conceptualization

Organizational resilience: a capability-based conceptualization

CEO Decision Making under Crisis: An Agency Theory Perspective

A systematic approach for enterprise systems upgrade decision-making

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