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Organizational resilience and mindfulness are inextricably connected and have specific characteristics related to responding to challenging events. This mixed-method research study aimed to explore the relationship between mindful organizing and organizational resilience. A qualitative critical incident analysis was conducted with executives to explore insights into mindfulness and resilience at the organizational level. Using the analysis of a moment structures (AMOS) program, the structural equation modeling method was employed to assess the relationships between mindfulness, mindful organizing, and organizational resilience. A total of 639 usable cross-sectional questionnaires from diverse organizations in Thailand were used for data analysis. The findings of the current study reveal that mindful organizing has a positive influence on organizational resilience. This paper discusses the implications and limitations of these findings, along with suggestions for future research.

Entrepreneurial teams are seen as pilots with which to steer growth in new ventures. However, there is currently a lack of studies exploring how they work under conditions of uncertainty. Based on the upper echelons theory and institutional theory, this study aims to reveal the role of entrepreneurial teams in new venture resilience through a questionnaire survey. Based on the data of 549 valid respondents, we find that resource bricolage is the key factor in new venture resilience, for which entrepreneurial team autonomy management governance is the most effective means. Specifically, (1) Entrepreneurial team profit-sharing governance and management autonomy governance significantly improve new venture resilience, whereas equity governance does not. (2) All the assessed means of entrepreneurial team contractual governance positively stimulate resource bricolage, with management autonomy governance playing the greatest role. (3) Resource bricolage significantly promotes new venture resilience and plays a complete mediating role in the relationship between equity governance and organizational resilience, and also plays a partial mediating role in the relationships of profit-sharing governance and management autonomy governance in regard to organizational resilience. These results suggest that entrepreneurial teams should prioritize authorizing further management rights to encourage team members to take on additional responsibilities, which could improve the resource bricolage capacities of new ventures and thus strengthen their resilience in tackling struggles.

Organizations need to develop their resilience to foster future success to survive complex environments. This research conducts a comparative analysis to understand firms’ strategies in a “black swan” event. We use the “strategy tripod” to operationalize resilience theory and explain the configurations or pathways that lead to high organizational resilience in a crisis context. The data correspond to 1936 firms drawn from the “Enterprise Survey 2020 for Innovation and Entrepreneurship in China (ESIEC)”, and to 66 Central American firms drawn from the “World Bank 2020 Enterprise Surveys” are also analyzed. The methodological approach fuzzy set qualitative comparative analysis (fsQCA) is applied. We discuss and analyze the strategies of companies in this “new normal”; our results establish that in the case of emerging economies, organizational innovation seems to be a necessary condition for becoming an organizational resilience to a black swan crisis (finding from both cases). We also found that labor flexibility and emotional intelligence for the case of firms from China, and adequate control of the turbulence environment for the cases of Central America, were also necessary conditions for each region. We further argue that digitalization depends on access to government support for its success. China reinforces its strategies in an intensification of human resources flexibility. In addition, they are better prepared for the “black swan” crisis, allowing them to adapt quickly and generate business model innovation to mitigate the effects of the pandemic in this “new normal.” In contrast, Central America needs rapid organization for organizational resilience.

The current digital transformation (additionally accelerated by the COVID-19 pandemic) is causing profound changes across a number of industries. Part of this revolution is the spread of Robotic Process Automation (RPA), which enables the automation of business processes by replacing human work with advanced software robots. One of the goals of the conducted research was to develop a classification of approaches to RPA positioning in enterprises. The author also identified differences in RPA positioning between individual industries. Based on conducted literature research, the author has proposed a proprietary classification for approaches to RPA positioning: conservative, efficiency improving, and strategic. This was subject to verification based on the results of empirical research using multidimensional correspondence analysis. The survey was conducted by the author in 2020 using the CAWI method: Credible (reliable) results were obtained from 238 Polish enterprises. The multidimensional correspondence analysis, conducted on the basis of the results of the empirical research confirmed that the approaches to RPA positioning in enterprises proposed by the author did occur in business practice. The outcome of the RPA classification became the basis for qualitative research (in the form of semi-structured interviews with expert practitioners) aimed at answering the question as to whether enterprises that strategically position RPA and treat it as a tool for digital transformation increase their organizational resilience. Up until now, however, no study has been found that focuses on how RPA increases organizational resilience or what its consequences are both at the research and application levels. This article fills the research gap in this area.

As an important means to deal with crisis, organizational resilience has attracted the attention of academia and industry. However, research on what factors influence organizational resilience has lagged behind. In view of this, this study proposes the concept of organizational resilience on the basis of existing research and extracts the influencing factors of organizational resilience based on a multi-case analysis approach, using the organizational behavior of five companies in crisis situations as the research object. Based on the Interpretive Structure Model (ISM), the internal logical relationship and hierarchical structure of the factors influencing organizational resilience are analyzed. In this study, the importance of influencing factors of organizational resilience was analyzed by using analytic network process (ANP). It is suggested that strengthening organizational resilience is the key, organizational learning is the important basis, emotion management is the necessary condition, and organizational resources are the basic guarantee, which provides theoretical supplement and practical guidance for the study of organizational resilience.

With the continuous advancement of digital globalization, enterprises need to seek development opportunities in the context of diversification and resource shortage. Frugal innovation provides a new way for enterprises to realize social value and create a win-win situation. Based on 113 enterprises’ survey data, fuzzy set qualitative comparative analysis (fsQCA) and necessary condition analysis (NCA) are used to explore the multiple concurrency factors and causality mechanisms of digital transformation, organizational resilience, learning from failure and design thinking for frugal innovation. It is found that: (1) Digital transformation, organizational resilience, internal learning from failure, external learning from failure and design thinking cannot effectively stimulate frugal innovation alone, and linkage matching of multiple antecedents is needed to promote frugal innovation. (2) There are three paths to producing high frugal innovation, namely, external learning from failure and design thinking driving under digital transformation learning from failure driving under design thinking guidance, organizational resilience driving under digital transformation. (3) There are two paths to produce non-high frugal innovation, which are asymmetrical with high frugal innovation path. Our results are helpful for the study of digital transformation and frugal innovation at the enterprise level. In addition, our research results also provide practical solutions and a theoretical basis for enterprises to carry out frugal innovation activities under the new economic normal.

Digital transformation has become a critical path for enterprises to improve organizational resilience, and has been widely considered by both academia and business practice. However, the extant literature focuses on the concepts and antecedents of digital transformation and the outcomes of digital transformation, lacking of exploring the effect mechanism of digital transformation of enterprises on organizational resilience. Based on the perspective of dynamic capacity and the theoretical path of “digital transformation—ambidextrous innovation—organizational resilience”, this study constructs a theoretical model to explore a path where digital transformation affects both exploitative innovation and exploratory innovation, and further affects the organizational resilience of enterprises. By performing a questionnaire investigation with 339 Chinese enterprises, this study adopted both a fuzzy-set qualitative comparative analysis (fsQCA) and structural equation modeling (SEM) to explore the relationships among digital transformation, ambidextrous innovation, and organizational resilience. The results show that the digital transformation of enterprises helps to improve organizational resilience. Additionally, digital transformation has a positive impact on the organizational resilience of enterprises mediated by both exploitative innovation and exploratory innovation. Finally, both exploitative innovation and exploratory innovation of enterprises have a positive impact on organizational resilience, and there is a complementary relationship between exploitative innovation and exploratory innovation. Further qualitative comparative analysis also shows that there are three types of configurations for achieving organizational resilience: digital transformation and exploitative innovation, digital transformation and exploratory innovation, and exploitative innovation and exploratory innovation. The paper is concluded by highlighting the importance of the practical significance for enterprises to effectively carry out digital transformation and further achieve organizational resilience.

Although organizational sustainability and organizational resilience are critical dynamic capabilities for business continuity management, especially in times of crisis such as the COVID-19 pandemic, there are few studies that analyze the relationship between these three concepts to understand risks management. For this reason, our study analyzes these relationships to contribute to a better understanding of the subject and to propose future lines of research. We use bibliometric and content analysis, based on the Web Of Science and Scopus databases, during the period between 1998 and 13 May 2021. Main findings indicate that there is a bidirectional relationship between organizational sustainability capabilities and organizational resilience capabilities, but there is not enough evidence of their relationship with business continuity management. Additionally, results allow us to infer that there are four groups of relationships between them: (1) From Risk Management to Business Continuity Management and Organizational Resilience, (2) Resilience and Business Continuity practices, (3) Business Continuity contribution to Innovation and Sustainability, (4) Dynamic Capabilities for Organizational Sustainability and Organizational Resilience to enhance Business Continuity Management. Moreover, different stages were identified to understand the impact of organizational sustainability capabilities and organizational resilience capabilities on business continuity management facing disruptive events.

The COVID-19 pandemic represents a massive, often unanticipated, external disruption for many companies. As a concept for responding to such disruption, organizational resilience has recently received great attention. In the organizational context, the overriding question is how companies can become more resilient. This study aims to contribute to answering this question by identifying, categorizing, and providing specific business model patterns for achieving resilience on the corporate level. For this purpose, a review of publications by major consulting firms was conducted. Patterns were extracted from publications until a convergence criterion indicated that no new pattern could be identified considering further publications. The 110 extracted unique patterns were clustered into 13 objectives, and additionally categorized according to resilience phases, as well as business model elements, to support the application in practice. The final catalog of patterns was validated through expert interviews and thus provides organizations, such as those in the electrical industry, with an overview and specific approaches on how to tackle industrial resilience through the adaption of their business model.

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.

Resilience captures firm capability to adjust to and recover from unexpected shocks in the environment. Being latent and path-dependent, the manifestation of organizational resilience is hard to be directly measured. This article assesses organizational resilience of firms in the context of the COVID-19 pandemic with pre-shock corporate social responsibility (CSR) performance as a predictor that positively influences the level of organizational resilience to the external shock caused by the pandemic. We develop three theoretical mechanisms based on stakeholder theory, resource-based theory, reputation perspective and means-end chain theory to explain how CSR fulfillment in the past could help firms maintain stability to adapt to and react flexibly to recover from the crisis. We examine the relationship in the context of the systemic shock caused by COVID-19, using a sample of 1597 listed firms in China during the time window from 20 January 2020 to 10 June 2020. We find that companies with higher CSR performance before the shock will experience fewer losses and will take a shorter time to recover from the attack.

For decades, one of the main concerns of both practitioners and academics has been the business value of dynamic accounting information systems (DAIS). A number of studies have demonstrated the positive effects of information systems capability on overall organizational performance, but our understanding of the business processes capabilities through which such gains are achieved remains limited due to a lack of focus on the turbulent business environment. As a result, the research on information systems continues to debate such a connection. The role of business process capabilities in modulating the link between dynamic AIS capability and organizational resilience was investigated in this study. Our results show that, while firm-wide dynamic AIS capability has characteristics of flexible AIS, complement BI system, and AIS-related human resource competency, the impact on organizational resilience is positively affected by mediation of business process capabilities based on 144 matched questionnaires selected from large companies from various sectors listed on the Bursa Malaysia. Our results also suggest that dynamic AIS capability has an impact on organizational resilience. According to the Resource-Based Theory (RBT) and dynamic capabilities view (DCV) viewpoints, there is a link between dynamic AIS and business process capacity to improve organizational resilience. The findings strongly support the claim that an organization’s dynamic AIS capabilities—both flexible AIS, complementary business intelligence (BI) system, and AIS-related human resource competency—can help an organization improve its resilience. This research’s practical and theoretical ramifications as well as its limitations are examined.

The aim of this study is to develop a conceptual model for the better coordination of recovery management systems to improve organizational performance in light of the new challenges of the COVID-19 pandemic. The author provides a revision of “the corporate recovery prism” model by presenting an extended standard-based concept of the integration of the corporate recovery management systems. It offers, among others, two new dimensions which result in a “pentagonal pyramid”. They emphasize the type of events in the individual elements of the concept and highlight the basis of the concept on standardization. The concept has been designed in order to develop the planning, preparation, and response to incidents from an event up to a crisis and, ultimately, to improve the company’s ability to thrive and prosper in an uncertain environment. For the initial validation of the concept, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of the best practices in addressing the COVID-19 crisis in organizations. It is used for checking the relationships between organizational performance and a triad of the concept elements, such as organizational resilience (OR), crisis management (CM), and business continuity management (BCM). Using the survey results, a strong correlation was found between the triad and the performance. Therefore, the main finding of the survey shows that elements of the concept build better performance and sustainability in enterprises during a pandemic.

While organizational resilience is widely considered as critical to sustainability, gaps in both the scholarly and professional literature exist. First, stronger conceptualization of the term is needed. Second, little is known about how organizational resilience can be continuously accomplished via daily practices and processes. Finally, the ongoing organization theory development does not sufficiently address these gaps. Contributing to the literature by filling in these fundamental gaps, the present study integrates the disconnectedly growing literature into an organizational theory of resilience. Based on the General Systems Theory, the resulting theory comprises inputs of human resources, socio-cultural values, institutional settings, and social and environmental issues, enabling organizational structure, value and belief subsystem, resilience mindset, sustainability practices, adaptive and buffering capacities, and sustainability performance as the output. Their dynamic relationships are discussed and expressed via a model and propositions, followed by implications for researchers and practitioners.

Disruptions and unexpected turbulences characterize the contemporary service industry and pose greater criticalities to organizations that have concerns about both their survival and their business sustainability. The answer to this challenge is to design an organizational system aimed at enhancing so-called organizational resilience. The aim of this work is to present and test an assessment methodology based on a framework that links key static and dynamic characteristics of firms as resilient systems and relates these characteristics with service quality preservation after disruptions. The framework adopts a set of indicators, namely resilience dimensions, to comprehend the real effects of resilience characteristics with service quality dimensions. Through the analysis of a real case, we provided evidence of how the model can be applied in a backward perspective to understand fault modes of specific events. Results show how inadequacies in terms of resilience characteristics determine losses of service quality, and also how the model can be used as a predictive tool to determine in which area companies should intervene in order to improve resilience and service quality.

Conducting business nowadays has become much more challenging, and the importance of collective behavioral capacity is paramount regarding the behavior of employees along with internal information systems that form the backbone of many organizations in terms of competitiveness and survivability. This study, therefore, examined the effect of commitment, communication, competency, community, connection, consideration, and coordination on information system artifacts and the effect of information system artifacts on organizational resilience among Malaysian SMEs. To verify these statements and positioning, a sample of employees from registered organizations of the Malaysian Digital Economic Corporation Sdn Bhd (MDEC), participated in this study to examine a number of aspects. Quantitative data were collected from a total of 252 respondents through a questionnaire survey and data were analyzed using PLS-SEM. We performed the endogeniety assessment for the all the seven input variables and confirmed lack of endogeniety issues. The findings of this study constitute essential results that the commitment, communication, competency, community, connection, consideration, and coordination positively influenced the ISA. Furthermore, the mediating effect of ISA on the relationships of organizational resilience with commitment, communication, competency, community, connection, consideration, and coordination, had been revealed. The study concluded that a positive set of behavioral capital, if it exists inside organizations, enables the organizations to prosper and survive. Similarly, policymakers need to address the issue surrounding resilience in SMEs by establishing the correct benchmarking mechanism by introducing it as a formal activity to be undertaken regularly within the SMEs. Given the vast majority of employment in Malaysia and globally is provided through SMEs, if they become more resilient to change and to unforeseen events, then the employment of the vast majority of the working class can be secured across different nations.

Prior work on corporate social responsibility (CSR) has focused mainly on its effects on the short-term performance of firms from developed countries. In this article, we shed light on its effects on organizational resilience, which is defined as the firm&rsquo, s ability to positively cope with environmental turbulence, and operationalized by long-term, improved sales growth and financial volatility. In line with this operationalization, we adopt CSR&rsquo, s performance-enhancing and performance-insuring mechanisms to disentangle the relationship between CSR and organizational resilience. Furthermore, we divide CSR into five dimensions, namely shareholder, employee, business, society and environment-related CSR, and respectively examine their impacts on organizational resilience. The empirical study on a large sample of public firms in China from 2010 to 2017 shows that CSR as a whole significantly increases the firms&rsquo, long-term growth and reduces their financial volatility. As for the five specific dimensions, they all have a significant negative effect on financial volatility, and the employee, business, environment-related CSR are positively associated with long-term growth. Yet, the empirical results did not indicate significant associations between shareholder and society-related CSR and firms&rsquo, long-term growth. This study first explores the impacts of CSR&rsquo, s different dimensions on organizational resilience. Also, we contribute to enriching the literature on CSR by examining the long-term performance-insuring effect of CSR with a quantitative analysis of emerging markets. Finally, we discuss some important managerial implications, as well as promising directions for future research.

The business environment is rapidly changing and puts pressure on enterprises to find effective ways to survive and develop. Since it is almost impossible to identify the multitude of complex conditions and business risks, an organization has to build its resilience in order to be able to overcome issues and achieve long term sustainability. This paper contributes by establishing a two-step model for assessment and enhancement of organizational resilience potential oriented towards Small and Medium Enterprises (SMEs) in the process industry. Using a dynamic modelling technique and statistical tools, a sample of 120 SMEs in Serbia has been developed as a testing base, and one randomly selected enterprise was used for model testing and verification. Uncertainties regarding the relative importance of organizational resilience potential factors (ORPFs) and their value at each level of business are described by pre-defined linguistic expressions. The calculation of the relative importance of ORPFs for each business level is stated as a fuzzy group decision making problem. First, the weighted ORPFs’ values and resilience potential at each business level are determined. In the second step, near optimal enhancement of ORPFs’ values is achieved by applying a genetic algorithm (GA)., Research presented in this paper was supported by Ministry of Science and Technological Development of Republic of Serbia, Grant No 35033, Title: Sustainable development technology and equipment for the recycling of motor vehicles., info:eu-repo/semantics/publishedVersion

Scholars in the field of sustainability have often argued that the purpose of establishing and maintaining interorganizational collaboration is to overcome internal limitations of organizations and to strengthen organizational capacity. To examine structural effects of inter-organizational collaboration regarding the ability of networked organizations to effectively manage disasters, this study uses an institutional collective action framework to design a critical lens to objectively analyze collective action issues in inter-organizational collaboration networks. Results, based on the Heckman selection model with two stages, provide evidence that networked organizations holding a central position between two other actors perceive a higher level of disaster resilience. The finding implies that local organizations with a bridging strategy can enhance their capacity to recover from a catastrophic event by securing access to critical resources and information through comprehensive emergency preparedness such as joint response and recovery planning.