Organizational Resilience

Organizational Resilience

1. WHOLE SYSTEM RESPONSE

   • Horne and Orr, 1998: “Resilience is a fundamental quality of individuals, groups, organizations, and systems as a whole to respond productively to significant change that disrupts the expected pattern of events without engaging in an extended period of regressive behavior”
     • Mamouni Limnios et al, 2012: offence (adaptation) vs. defense (resistsance). Transience, Rigidity, Vulnerability, and Adaptability Quanrants
       • Mamouni Limnios et al, 2012
     • Riolli and Savicki, 2003: "organizational structure and processes including human resource management practices and organizational culture could serve as foundations to build organizational resiliency"
     • Lebel et al, 2006: attributes of governance and the capacity to manage resilience: 1. participation (trust); 2. polycentric and multilayered institutions; 3. accountable authorities -> self-organize, learn & adapt
       • Lebel et al, 2006 (governance)

2. Smit and Wandel, 2006: the vulnerability of any system (at any scale) is reflective of (or a function of) the exposure and sensitivity of that system to hazardous conditions and the ability or capacity or resilience of the system to cope, adapt or recover from the effects of those conditions.

   • Smit and Wandel  2006

3. PSYCHOLOGICAL MODELS

   • Lengrick-Hall, 2011: HR System --->Org Capacity for Resilience --->Desirable Performance Outcomes
     • Lengnick-Hall et al (HR, resilience), 2011
     • Mallack, 1998: aspects of resilience in the health care provider industry - six factors: goal directed solution seeking; avoidance; critical understanding; role dependence; source reliance; and resource access.
       • Langvardt, 2007: Resilience - Synergy, Nature, Process, Roles, Resistance, Commitment, Culture (Dynamics of Human Change)
         • Langvardt (Human Change), 2007.JPG
       • Horne and Orr, 1998: seven streams of resilient behavior - Community, Competence, Connections, Commitment, Communication, Coordination, Consideration
         • Riolli and Savicki, 2003: Information system organizational resilience - org level (7 behavioral streams) and individual level (person-environment relationship appraisal & copying techniques)
           • Riolli and Savicki, 2003

4. RISK MANAGEMENT

   • Dalziell and McManus, 2004: Improving system resilience is a partner to risk management: RM focuses on probability and consequences of particular events occurring – how to deal with ontological uncertainties?; resilience management provides one strategy for dealing with these events.
     • Somers, 2009: Traditionally - a step-by-step plan is the preferred outcome of ‘good’ crisis planning. Instead - develop planning methods that create internal processes and organizational structures that build latent resilience within organizations so that they demonstrate positive adaptive behaviors when under stress.
       • Zhang and Liu, 2012: Four dimensions of adaptive capacity: (1) learning to live with uncertainty and change; (2) supporting and promoting diversity and highlighting the positive connection between diversity and redundancy; (3) combining different types of knowledge; and (4) maintaining opportunities for self-organization in the direction of sustainability. Difference b/w Crisis Management & Resilience
         • Zhang and Liu, 2012

5. McCubbin, 2001: resilience from four interrelated but distinct perspectives: (a) as good outcomes despite adversity, (b) as sustained competence under stress (c) as recovery from trauma and (d) as the interaction between protective and risk factors

6. ADAPTIVE FIT

   • Chakravarthy, 1982: Adaptive Fit: unstable fit, stable fit, and neutral fit. Adaptive ability = Org capacity (human) + Material capacity (input materials/finance/tech) Adaptive specialization = formulation of a strategy in keeping with the firm's resources Adaptive generalization = improving the material and organizational capacities of the firm, redesigning the structure where necessary to improve the firm's organizational capacity.
     • Chakravarthy, 1982
     • Lengrick-Hall and Beck, 2005: Adaptive fit and robust transformation (a deliberately transient, episodic response to a new, yet fluid, environmental condition)
       • Lengnick-Hall and Beck, 2005

7. EGNINEERING/ECOLOGICAL/SOCIAL

   • Gunderson, 2000: Engineering resilience (speed of return) requires efficiency to return and maintain the system at its desired state easily and rapidly; and ecological resilience (magnitude of disturbance that can be absorbed before restructuring) implies flexible systems and processes that continue to function even if efficiency is not maximized. Social resilience - learning, trust and engagement
     • Folke, 2006: Engineering resilience; Ecological/ecosystem resilience, social resilience --> Social–ecological resilience
       • Folke, 2006

8. ADAPTIVE CAPACITY

   • Gallopin, 2006: Capacity of response - resilience and adaptive capacity
     • Gallopı´n (capacity of response), 2006
     • McManus et al, 2008: Situation Awareness, Management of Keystone Vulnerabilities, and Adaptive Capacity
       • Hamel and Valikangas, 2003: Resilience = capacity for continuous reconstruction. Requires innovation with respect to those org values, processes, and behaviors that systematically favor perpetuation over innovation.
         • Denhardt and Denhardt, 2010: Resilience=ability to adapt creatively and constructively to change. Characteristics of resilient org: Redundant/excess capacity, Robust, Flexible, Reliable, Culture of respect&trust
           • Burnard, Bhamra, 2011: resilient response -> positive adjustment -> organizational learning
             • Burnard, Bhamra (Resilient Response), 2011