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Copyright of Les Cahiers du CREAD is the property of Centre de Rrecherche en Economie Appliquee pour Developpement and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Vie et Sciences de l'Entreprise is the property of ANDESE and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The Covid-19 pandemic put organizations under very high stress. They had to be resilient to continue to carry out their missions in this context. Emergency institutions, regularly confronted with crisis situations, were no exception, and their modes of action and response to shocks deserve interest. Qualitative research was therefore carried out to identify the organizational, steering and management levers that contributed to the organizational resilience (OR) of police and penitentiary institutions in French-speaking Switzerland. The study is based on a synthesis of resilience factors frequently identified in theoretical and empirical review articles, as well as on data from 25 semi-structured interviews with executives of cantonal police and prison forces. The aim of this article is to highlight the organizational characteristics that are most important in nurturing the OR of the institutions in questions. The results show not only that the factors deduced from the literature review constitute levers on which to capitalize to demonstrate resilience in the face of large-scale shocks, but also that organizational agility and rigidity coexist and articulate within the crisis management of these organizations. The aforementioned factors are categorized as follows: building situation awareness; leadership; organizational culture; governance practices; human resources practices; information management and communication; social and environmental practices; redundancy, resourcefulness, alternative pathways; learning capacity; organizational change management. Résumé La pandémie de Covid-19 a mis les organisations en situation de très fort stress. Elles ont dû faire preuve de résilience pour garantir la réalisation de leurs missions dans ce contexte. Les institutions urgentistes, faisant régulièrement face à des situations de crise, n’y ont pas échappé et leurs stratégies de réponse aux chocs méritent l’intérêt. Une recherche qualitative a été réalisée afin d’identifier les leviers organisationnels, de pilotage et de management ayant concouru à la résilience organisationnelle (RO) des institutions policières et pénitentiaires de Suisse romande. L’étude repose sur une synthèse des facteurs de résilience fréquemment mentionnés dans des articles de revue théoriques et empiriques, ainsi que sur les données issues de 25 entretiens semi-directifs menés avec des cadres de polices et prisons cantonales. L’objectif de cet article est de mettre en lumière les caractéristiques organisationnelles les plus importantes pour nourrir la RO de ces institutions. Les résultats démontrent que les facteurs déduits de la revue de littérature constituent des leviers sur lesquels capitaliser pour faire preuve de résilience face à des chocs d’ampleur, de même qu’agilité et rigidité organisationnelles s’articulent dans le cadre de la gestion de crise de ces organisations. Lesdits facteurs sont catégorisés ainsi : construction de la connaissance de l’environnement ; leadership ; culture organisationnelle ; pratiques de gouvernance ; pratiques de ressources humaines ; gestion de l’information et communication ; pratiques sociales et environnementales ; réserves de ressources, détention de ressources variées, variantes de fonctionnement ; capacité d’apprentissage ; gestion organisationnelle du changement. Zusammenfassung Die Covid-19-Pandemie setzte Organisationen unter hohen Druck. Sie mussten widerstandsfähig sein, um ihre Aufgaben in solch einem Kontext weiterhin erfüllen zu können. Notfalleinrichtungen, die regelmäßig mit Ausnahmesituationen konfrontiert sind, waren davon nicht ausgenommen und ihre Handlungsweisen und Reaktionen auf Krisenverdienen Aufmerksamkeit. Daher wurde eine qualitative Forschung durchgeführt, um die organisatorischen, Steuerungs- und Managementhebel zu identifizieren, die zur organisatorischen Resilienz (OR) der Polizei- und Strafvollzugseinrichtungen im französischsprachigen Teil der Schweiz beigetragen haben. Die Studie basiert auf einer Synthese von Resilienzfaktoren, die häufig in theoretischen und empirischen Zeitschriftenartikeln erwähnt werden, sowie auf Daten aus 25 semi-direktiven Interviews mit Führungskräften von kantonalen Polizei- und Gefängnisbehörden. Ziel dieses Artikels ist es, die wichtigsten organisatorischen Merkmale hervorzuheben, die am wichtigsten für die OR der betreffenden Institutionen sind. Die Ergebnisse zeigen nicht nur, dass die aus dem Literaturüberblick abgeleiteten Faktoren Hebel darstellen, auf denen man aufbauen kann, um Resilienz gegenüber großen Krisensituationen zu demonstrieren, sondern auch, dass organisatorische Agilität und Rigidität nebeneinander existieren und sich durch das Krisenmanagements dieser Organisationen artikulieren. Die genannten Faktoren werden wie folgt kategorisiert: Aufbau von Umweltwissen; Führung; Organisationskultur; Führungspraktiken; Personalpraktiken; Informationsmanagement und Kommunikation; soziale und ökologische Praktiken; Redundanz, Besitz verschiedener Ressourcen, alternative Routen; Lernfähigkeit; organisatorisches Änderungsmanagement. Mots-clés : résilience organisationnelle; institutions policières et pénitentiaires; secteur public; recherche qualitative; crise de Covid-19 Schlagworte : organisatorischen Resilienz; Polizei- und Strafvollzugseinrichtungen; öffentlicher Sektor; qualitative Forschung; Covid-19-Krise

Copyright of Recherches en Sciences de Gestion is the property of ISEOR and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Yearbook of Swiss Administrative Sciences is the property of Ubiquity Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The Sustainable Development Goals (SDGs) rely heavily on the participation of the public sector as a major player in its successful implementation. A sound public administrative system is a standalone goal for sustainable SDG-16 that seeks to develop effective, responsible, and inclusive institutions at all levels for the development of mankind. However, the prevalent perception of public sector organizations is that they are overly large, inefficient, wasteful, untruthful, and lack transparency. Therefore, we conducted a Systematic Literature Review (SLR) on the pillar(s) of organizational sustainability and antecedents of organizational resilience that are frequently studied, highlighting current problems. This study analyzed 53 articles (published between 2008 and 2022) on organizational resilience in relation to sustainability. We review studies published in international journals. The findings show that organizational resilience and sustainability research has advanced significantly during this time and is still a promising field for scholarly investigation. The SLR reveals that most studies were conducted in developed nations, followed by some Asian countries, and there are adequate studies in the private sector, while the public sector has received limited attention from the research community and practitioners. This research gap is presented and discussed.

Today’s businesses are increasingly confronted with uncertainty, unpredictability and environmental complexity, as well as severe, recurrent and consecutive crises. In this context, innovation and resilience are the watchwords. Resilience refers to a company’s ability to adapt and recover from shocks and disruptions. Innovation, on the other hand, is the process by which new ideas, products, services or methods are developed, implemented and adopted. Despite the abundance of research on organizational resilience and innovation, very few have addressed the relationship between these two concepts, let alone in the Moroccan context. The objective of this article is to analyze the relationship between these two key concepts and to explore how innovation can be a lever for organizational resilience in times of crisis. To do this, we conducted a qualitative study, through semi-structured interviews with Moroccan companies operating in the energy sector. The main results confirm the existence of a positive correlation between the two concepts. However, innovation alone does not guarantee the exit from the crisis and the resilience of companies. In order to validate and generalize the results obtained, we recommend conducting a confirmatory quantitative study.

Tourism is a significant contributor to economic growth in many countries, and especially in developing countries. However, the outbreak of the Covid-19 has resulted in a global economic crisis that has significantly impacted global tourism. As a result, the ability of tourism businesses to survive and recover in this turbulent business environment, that is, their resilience has attracted greater research attention. While there has been some researches on the resilience of tourism enterprises during the COVID-19 pandemic, very few empirical studies have focused on the impact of leadership on organizational resilience. Therefore, to empirically explore the influence mechanism of transformational leadership on tourism organizational resilience during the pandemic, a questionnaire was conducted on 302 tourism business owners and managers in Sichuan Province, China, in October 2022. The analysis revealed that transformational leadership positively influenced organizational resilience. The three dimensions group voice climate, organizational culture and organizational learning partially mediated the relationship between transformational leadership and organizational resilience. Perceived environmental uncertainty plays a positive moderating role in the relationship between transformational leadership, organizational culture and organizational learning. Several suggestions are given to enhance the resilience of tourism enterprises and accelerate industry recovery.

Copyright of Revue Internationale PME is the property of Institue de Recherche sur les PME and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of ESSACHESS is the property of ESSACHESS and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The concept of resilience has been strongly mobilized over the past two decades to understand and analyze how organizations develop coping, or recovery, strategies after disruptive events. That said, and given the increasingly complex environment in which organizations operate, researchers suggest that organizations adopt a culture of organizational resilience in place of resilience policies in an effort to continually adapt to changing environments. At the level of tourist destinations, seen as an ecosystem whose performance depends on the degree of collaboration between the actors that make them up, the adoption of an organizational resilience approach involves challenging traditional governance models. As such, this article attempts to explain how the province of Quebec (Canada) has succeeded in reviving its tourism sector through a review of its governance within a new structure that requires close collaboration between the public and private sectors.