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This paper empirically explores the organizational processes at the onset of disruptions and the factors that determine different configurations of responses. It examines how processes of response, both before and in the aftermath of a disruption, support the building and development of organizational resilience. Using case study data from three U.K. based organizations, this paper makes the following three contributions. First, it identifies the common elements involved in decision making at the onset of a disruption, and explains the iterative stages and processes that led to the development of resilience. It explains the criticality and relationships between the elements of detection, activation, and response. Second, this paper explains why responses vary from one situation to another, by identifying two dimensions that determine the configurations of organizational resilience, namely Preparedness and Adaption. Third, this paper presents the resilience configurations matrix that gives rise to and establishes four distinct types of organizational configurations, which are Process Based, Resourceful, At High Risk, and Resilience Focused. This paper concludes by discussing the implications for theory and practice of resilience. [ABSTRACT FROM AUTHOR]

The recent advances in Internet of Things (IoT), computational analytics, processing power, and assimilation of Big Data (BD) are playing an important role in revolutionizing maintenance and operations regimes within the wider facilities management (FM) sector. The BD offers the potential for the FM to obtain valuable insights from a large amount of heterogeneous data collected through various sources and IoT allows for the integration of sensors. The aim of this article is to extend the exploratory studies conducted on Big Data analytics (BDA) implementation and empirically test and categorize the associated drivers and challenges. Using exploratory factor analysis (EFA), the researchers aim to bridge the current knowledge gap and highlight the principal factors affecting the BDA implementation. Questionnaires detailing 26 variables are sent to the FM organization in the U.K. who are in the process or have already implemented BDA initiatives within their FM operations. Fifty-two valid responses are analyzed by conducting EFA. The findings suggest that driven by market competition and ambitious sustainability goals, the industry is moving to holistically integrate analytics into its decision making. However, data quality, technological barriers, inadequate preparedness, data management, and governance issues and skill gaps are posing to be significant barriers to the fulfillment of expected opportunities. The findings of this study have important implications for FM businesses that are evaluating the potential of the BDA and IoT applications for their operations. Most importantly, it addresses the role of the BD maturity in FM organizations and its implications for perception of drivers. [ABSTRACT FROM AUTHOR]