Using social capital to organise for success? A case study of public–private interface in the UK Highways Agency

Johnson, Noel; Elliott, Delbert S.

doi:10.1016/j.polsoc.2011.03.005

Cited by 18 publications

(10 citation statements)

References 35 publications

(45 reference statements)

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“…Research has also not yet fully explored the design characteristics and capabilities that make supply chains (or other inter‐organizational connections, such as critical infrastructure linkages) resilient. In particular, there are still few multi‐actor and longitudinal field studies (see Johnson and Elliott for an exception) tracking a supply chain disruption as it unfolds over time and affects various actors along the supply chain.…”

Section: Discussion and Directions For Future Researchmentioning

confidence: 99%

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Linnenluecke

2015

Int J Management Reviews

1,061

1,113

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This paper identifies the development of and gaps in knowledge in business and management research on resilience, based on a systematic review of influential publications among 339 papers, books and book chapters published between 1977 and 2014. Analyzing these records shows that resilience research has developed into five research streams, or lines of enquiry, which view resilience as (1) organizational responses to external threats, (2) organizational reliability, (3) employee strengths, (4) the adaptability of business models or (5) design principles that reduce supply chain vulnerabilities and disruptions. A review of the five streams suggests three key findings: First, resilience has been conceptualized quite differently across studies, meaning that the different research streams have developed their own definitions, theories and understandings of resilience. Second, conceptual similarities and differences among these streams have not yet been explored, nor have insights been gleaned about any possible generalizable principles for developing resilience. Third, resilience has been operationalized quite differently, with few insights into the empirics for detecting resilience to future adversity (or the absence thereof). This paper outlines emerging research trends and pathways for future research, highlighting opportunities to integrate and expand on existing knowledge, as well as avenues for further investigation of resilience in business and management studies.

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Section: Discussion and Directions For Future Researchmentioning

confidence: 99%

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Linnenluecke

2015

Int J Management Reviews

1,061

1,113

View full text Add to dashboard Cite

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“…Network ties and configuration influence the speed of information transfer concerning opportunities and resource alternatives between members of a supply chain, thereby impacting upon visibility (referral), velocity and flexibility (A5, A1, A2). Another element of the structural dimension is appropriable organisation, whereby organisations created for one purpose provide a resource for achieving other objectives; for example, a group of contractors working within a formal framework collaborate informally in response to an unexpected event (Johnson and Elliott, 2011). Appropriable organisation may also affect the velocity and flexibility capabilities (A3 and A4), as resources embedded within social structures may be accessed quickly, providing viable alternatives in the face of challenging conditions.…”

Section: Structural Dimensionmentioning

confidence: 99%

Exploring the role of social capital in facilitating supply chain resilience

Johnson

Elliott²,

Drake³

2013

Supply Chain Management: An International Journal

Self Cite

280

320

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Purpose -There has been limited research examining the influence of inter-organisational relationships and the social capital they may nurture in building SCRES. The authors aim to explore how three dimensions of social capital (cognitive, structural and relational) may act as facilitators or enablers of the four formative capabilities for SCRES (i.e. flexibility, velocity, visibility, and collaboration), identified by Jü ttner and Maklan. Design/methodology/approach -Data were collected from three separate tiers of the supply chain involved in the response to an extreme event (the Lambrigg, UK rail crash). Using a social constructionist approach, the paper explores how social capital may enable the emergence of formative capabilities for resilience. Findings -The data suggest that the dimensions of social capital may play an influential role in facilitating the four formative capabilities for SCRES and indicate the potential for these to be mutually reinforcing. Research limitations/implications -The paper provides an illustration of some links between resilience and social capital constructs within one supply network, in the context of crisis response. Different types of network and contexts may result in other outcomes and have other facilitating effects upon SCRES. These findings should be explored within other contexts. Practical implications -The authors highlight that social capital may be nurtured deliberately or emerge as a consequence of relationships within a network. Formal efforts to build network communications, norms of reciprocity may create the conditions for appropriable organisations to emerge when faced with extreme events. Originality/value -Drawing from a social capital perspective, this paper contributes to a fuller understanding of notions of relational capital.

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“…Extending and developing Weick's () improvisation, Baker and Nelson () position the activity of bricolage used by entrepreneurs to reconfigure resources into new routines and practices. The role of relationships in the formation and enhancement of social capital is important in the development of resilience (Johnson & Elliott, ). Beyond resources and systems at the intra‐ and inter‐organizational levels, relationships provide dynamic connections between new and existing resources, and new and existing networks in a community resilience context.…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring Crisis Management in UK Small‐ and Medium‐Sized Enterprises

Herbane

2012

Contingencies & Crisis Mgmt

154

126

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Despite a long-established crisis management literature that focuses on large enterprises, crisis management planning in the context of small-and medium-sized enterprises (SMEs) is less extensively researched. Using data collected from 215 SMEs in the United Kingdom, this paper explores the perceptions and experiences of SMEs' managing directors in relation to crisis management planning. Furthermore, the paper examines differences in perceptions between planning and non-planning SMEs. Analysis reveals six factors that correspond to resilience through planning, financial impact, operational crisis management, the perfect storm, the aftermath of survival and atrophy. Results indicate how the experience of crisis and the type of crisis of type encountered affect managers' assessment of whether planning can be used to address crisis prevention and lower impact.

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Using social capital to organise for success? A case study of public–private interface in the UK Highways Agency

Cited by 18 publications

References 35 publications

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Exploring the role of social capital in facilitating supply chain resilience

Exploring Crisis Management in UK Small‐ and Medium‐Sized Enterprises

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