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"Organizational resilience Case studies."
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The resilience dividend : being strong in a world where things go wrong
\"New York. Athens. Boston. Tohoku. Newtown. Oslo. West. Wenzhou. New Orleans. Dhaka. Moore. Nairobi. These communities are just a few among the many that have been hit hard by one of the \"wicked problems\" of today's world: natural catastrophe, disease and contagion, systems or social collapse. If you haven't been directly touched by one of these disruptions yourself, you are sure to have been affected by them in some way. They harm people, destabilize communities, and threaten organizations and even whole societies. These problems have become such a part of our world that knowing how to prepare for them, how to respond when they happen, and how to recover from them should be essential skills of modern life for all of us. We have certainly made progress in this regard, especially in the years since 9/11, but we are still at greater risk than we should be. We can't anticipate every disruption that might come our way, but we can develop an overall approach for dealing with the wicked problems, and formulate specific plans for areas where we and our communities are particularly vulnerable. The Resilience Dividend is both timely and important important as both the severity and frequency of disruptions are increase. It develops both a way of thinking and practical tools for taking action for protecting the world's people and communities and shows how to create a blueprint for change. \"-- Provided by publisher.
Book
Can You Drink Money? Integrating Organizational Perspective-Taking and Organizational Resilience in a Multi-level Systems Framework for Sustainability Leadership
Social and environmental shocks associated with freshwater management are inherently tied with the lives and well-being of all global citizens. Thus, exploring key actors' roles is a critical element of this grand challenge. Utilizing an inductive multiple case study, we explore sustainability leadership and subsequent organizational perspective-taking behaviours initiated by actors within freshwater management in response to the grand challenge. A vibrant inductive model elicited three main themes: (1) identifying conditions for organizational perspective-taking, (2) modifying organizational frames of reference and (3) emergence of multi-level influence. The discussion extracts critical insights for sustainability leadership and highlights complexities involved in facilitating effective decision-making among diverse actors. Fundamentally, this article contributes a distinct multi-level systems framework for sustainability leadership drawing from social-ecological systems theory and organizational resilience. We conclude by offering future research opportunities within sustainability leadership designed to bridge the gap between grand challenges and our abilities to solve them.
Journal Article
Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study
Organizational resilience is an important means of coping with crises. This concept has received much attention within both academia and industry. However, research on the definition and measurement of organizational resilience is still in the exploratory stage. To date, studies on organizational resilience have yielded mixed conclusions, which makes it difficult to provide specific recommendations for coping with crises. This paper uses an exploratory case study approach to explore the process of organizational resilience among six highly resilient companies: Southwest Airlines, Apple, Microsoft, Starbucks, Kyocera, and Lego. We employed grounded theory to distill the main characteristics of organizational resilience, to explore and validate its structural dimensions, and to develop a measurement scale for organizational resilience. Further, we conducted reliability and validity analysis, exploratory factor analysis, and validation factor analysis on the 526 valid data collected. Results show that organizational resilience includes five dimensions: capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience. The measurement scale has good reliability and validity, which better reflects the notion of organizational resilience. This study bridges the gaps in the existing literature on organizational resilience and its measurement scales, and provides a foundation for future research.
Journal Article
Responding to unexpected crises: The roles of slack resources and entrepreneurial attitude to build resilience
This study explores how entrepreneurial firms responded to - and displayed resilience in - coping with the uncertainty generated by an unexpected crisis. We examine how entrepreneurs leveraged slack resources to build organizational resilience and, thanks to their entrepreneurial attitude, could eventually turn adversities into opportunities. Through a multiple case study, four key entrepreneurial responses emerge about the type of slack resources (business or family) and extent of entrepreneurial attitude (favourable or unfavourable) leveraged: “waiting while seeding”, “keeping business as usual”, “striving to resist” and “surfing the pandemic”. Slack resources, both business and family, can enable the absorption of a shock, contributing to building absorptive resilience, or the adaptation to the shock, contributing to building adaptive resilience. Yet, they are not sufficient to turn adversities into opportunities because firms also require a favourable entrepreneurial attitude to activate slack.Plain English Summary How entrepreneurial firms respond to - and display resilience in - coping with a crisis’s uncertainty varies according to the entrepreneurial attitude of the entrepreneur and the typology of slack resource leveraged. We find that these firms responded to the Covid 19 crisis either through: “waiting while seeding”, “keeping business as usual”, “striving to resist” or “surfing the pandemic”. The four responses differ in the type of slack resources — business or family — and extent of entrepreneurial attitude — favourable or unfavourable — leveraged. Slack resources, both business and family, are not sufficient to turn adversities into opportunities because firms require a favourable entrepreneurial attitude to activate slack. The study contributes to business practice by showing that both family and non-family businesses to thrive in the “new normal” era will have to develop the entrepreneurial resources of the team. Policymakers must be attentive to how firms’ accumulated resources are deployed during times of crisis and foster the capture of opportunities out of the storm.
Journal Article
Deconstructing organizational resilience: A multiple-case study
This study extends previous research on organizational resilience by focusing on its relational resilience dimension and integrating with its operational resilience dimension. Our main goal is to understand relational resilience construct and complement it with operational resilience construct to have a complete and balanced picture of organizational resilience. We analyze complementary contributions of relational and operational resilience on organizational resilience in survival and sustainability dimensions. A multiple-case study has been conducted on two manufacturing and two service organizations. This study has conceptualized relational resilience beyond its survival dimension and extended it in sustainability dimension. This understanding enables congruence with the recent conceptualization of organizational and operational resilience in survival and sustainability aspects.
Journal Article
How did supply chain networks handle the COVID-19 pandemic? Empirical evidence from an automotive case study
PurposeThe coronavirus disease 2019 (COVID-19) pandemic unveiled resilience deficits in supply chains. Scholars and practitioners aim to identify supply chain resilience (SCRES) measures suitable for this unique disruption; however, empirical evidence on a pandemic's specific characteristics, resulting challenges, and suitable countermeasures is scarce.Design/methodology/approachA single-case study on an automotive supply chain network (ASCN), including eight nodes, was conducted. Based on current research and interviews with 35 experts, characteristic pandemic challenges for the ASCN were identified. Moreover, promising SCRES measures were determined along the most prominent SCRES levers. The findings lead to five central propositions and advance organizational information processing theory in the context of SCRES.FindingsThis study’s results confirm unique pandemic characteristics along the supply chain disruption's duration, severity, propagation, and volatility. The resulting unprecedented challenges made the ASCN apply novel SCRES measures, particularly regarding collaboration and risk management culture. However, well-known visibility and flexibility strategies were also suitable. Overall, agility and collaboration measures showed the highest capacity to address characteristic pandemic challenges. A lack of preparedness impeded some measures' application, calling for enhanced proactive risk management following the pandemic.Originality/valueThis paper addresses several research calls by providing in-depth empirical evidence on hitherto conceptually researched pandemic characteristics, challenges, and suitable SCRES measures from a network perspective. The study uncovers the different perceptions of individual tiers, emphasizing the need to analyze supply chain disruptions from multiple angles.
Journal Article
From Mission to Mindset: How Organizational Purpose Shapes First Responder Resilience-Building
This study aims to investigate how an organization’s purpose (raison d’être) dictates first responder resilience-building. While existing studies often treat first responders as a homogeneous group, this research argues that significant interprofessional differences exist. Using a socioecological framework, the study employs a qualitative, comparative design to analyze three first responder systems: the Slovenian Armed Forces, the Slovenian Police, and Slovenia’s public healthcare system. The analysis is grounded in 31 semi-structured interviews, supplemented by analysis of official documents. The findings reveal three pillars of resilience—training, planning, and experience—and three distinct institutional paradigms. The military fosters a culture of proactive, institutionalized resilience-building oriented toward macro-level crises. The police exhibit a more reactive approach, where resilience-building is often undermined by chronic organizational stressors. In the healthcare system, resilience-building is fragmented and localized, with the burden falling on smaller organizational units to manage micro-level crises of capacity overload. The study concludes that an organization’s raison d’être is a vital socioecological factor that shapes its approach to resilience.
Journal Article
Exploring the Interplay Between Individual and Organisational Resilience in the Construction Sector: A Comprehensive Analysis
Environmental complexities and continuously evolving scenarios like natural disaster, political instabilities, pandemics have become a major challenge for construction organisations. Since no system or organisation can be designed to anticipate all possible risks, resilience has become a fundamental necessity. To achieve resilience at the organisational level, it is vital to consider, assess and utilise individual resilience of employees as they constitute the core of the organisational system. Though the concept of individual resilience has been extensively applied across a plethora of academic fields, there is a lack of unified understanding of the relationship between individual resilience and organisational resilience. While prior research has acknowledged both constructs independently, their interplay within high-risk sectors such as construction remains underexplored. Thus, the current study employs qualitative research methods, including case studies and semi-structured interviews with 20 construction professionals from various construction organisations of New Zealand. The collected data were analysed through NVivo to identify crucial factors and mechanisms involved between resilient individuals and resilient organisations. The results include mediating factors and a relevant model that can help in establishing the link between individual resilience and organisational resilience of the New Zealand construction industry. The study contributes theoretically by re-conceptualising resilience as a dynamic-mediated construct, and practically by offering targeted strategies for resilience-building within project-based environments. Future studies may explore the gap between resourcefulness and resilience to formulate robust plans and policies to support organisations, government, and other stakeholders during setbacks.
Journal Article
Legitimizing, leveraging, and launching
Multinational enterprises (MNEs) face simultaneous pressures for global integration and local responsiveness. While the extant literature acknowledges that most MNEs are neither entirely geared towards achieving global integration nor local responsiveness, scarce attention is given to how MNEs develop organizational flexibility to address multiple and shifting strategy pressures over time. In this paper, we draw on the dynamic capabilities literature to explore how the MNE develops the capabilities needed to achieve this flexibility. Through a qualitative, longitudinal case study spanning 12 years, we identify three recombination capabilities – legitimizing, leveraging, and launching capabilities – through which the MNE develops organizational flexibility. We find that these recombination capabilities improve the MNEs ability to sense and seize new opportunities and enable the MNE to overcome organizational impediments to achieve flexibility. Our study offers a process perspective that shows how the three capabilities together nourish the MNEs resilience to continuously balance between global integration and local responsiveness. Our findings have managerial implications, illustrating that launching new strategic initiatives may fail if the MNE does not have the capabilities to legitimize the new initiatives and to ensure that existing organizational strengths are properly leveraged to support the new initiatives.
Journal Article
The development of supply chain risk management over time: revisiting Ericsson
PurposeThis invited article explores current developments in supply chain risk management (SCRM) practices by revisiting the classical case of Ericsson (Norrman and Jansson, 2004) after 15 years, and updating its case description and analysis of its organizational structure, processes and tools for SCRM.Design/methodology/approachAn exploratory case study is conducted with a longitudinal focus, aiming to understand both proactive and reactive SCRM practices using a holistic perspective of a real-life example.FindingsThe study demonstrates how Ericsson's SCRM practices have developed, indicating that improved functional capabilities are increasingly combined across silos and leveraged by formalized learning processes. Important enablers are IT capabilities, a fine-grained and cross-functional organization, and a focus on monitoring and compliance. Major developments in SCRM are often triggered by incidents, but also by requirements from external stakeholders and new corporate leaders actively focusing on SCRM and related activities.Research limitations/implicationsRelevant areas for future research are proposed, thereby increasing the knowledge of how companies can develop SCRM practices and capabilities further.Practical implicationsBeing one of few in-depth holistic case studies of SCRM, decision-makers can learn about many practices and tools. Of special interest is the detailed description of how Ericsson reactively responded to the Fukushima incident (2011), and how it proactively engaged in monitoring and assessment activities. It is also exemplified how SCRM practices could continuously be developed to make them “stick” to the organization, even in stable times.Originality/valueThis is one of the first case studies to delve deeper into the development of SCRM practices through taking a longitudinal approach.
Journal Article