5 Challenges of Reimagining Resilience

International Journal of Multidisciplinary Research and Publications (IJMRAP), Volume 5, Issue 11, pp. 44-49,, 2023

Resilience has become an increasingly important topic in the field of management, as organizations are facing a growing number of challenges, such as natural disasters, economic downturns, and cyberattacks (Hannan et al., 2016; Hart & Schultz, 2017). Resilience in organizations is defined as the ability to anticipate, prepare for, respond to, and recover from disruptions in a timely and efficient manner (Hannan et al., 2016). The study of resilience in management has evolved over time to include a broader understanding of the concept, from the traditional reactive approach to more proactive measures. The purpose of this research paper is to explore the resilience paradigms in management, with a focus on both theory and praxis. The paper will review the literature on resilience in management and identify the different resilience paradigms that have been proposed in the literature. The paper will also examine the practical implications of these paradigms, specifically how organizations can apply these paradigms to build resilience. This research will be useful for management practitioners and researchers interested in understanding how organizations can become more resilient in the face of disruption.

Work (Reading, Mass.), 2012

The concepts developed by resilience engineering allow the understanding and monitoring the functioning of organizations and, particularly, to map the role of human activities, in success or in failure, enabling a better comprehension about how people make decisions in unexpected situations. The capture of information about human activities in the various organization levels gives managers a deeper real-time understanding of what is influencing the people performance, providing awareness of the factors that influence positively or negatively the organizational goals initially projected. The monitoring is important because the correct functioning of complex systems depends on the knowledge that people have to perform their activities and how the system environment provides tools that actually support the human performance. Therefore, organizations should look forward through precursors in operating signals to identify possible problems or solutions in the structure of tasks and activ...

Schmalenbach Journal of Business Research

2008

If computer systems are to be designed to foster resilient performance it is important to be able to identify contributors to resilience. The emerging practice of Resilience Engineering has identified that people are still a primary source of resilience, and that the design of distributed systems should provide ways of helping people and organisations to cope with complexity.

www.orgcmf.com, 2021

Business & Organisations have had to deal with significant Volatility, Uncertainty, Complexity and Ambiguity (VUCA) since the emergence of the Covid-19 Pandemic early 2020, coupled with all the other dynamic environmental factors driving change (e.g. geo-political, Trade, Digital & Technology, Environment-Green etc). But how have they survived and performed during this period, and how ready are the for the next period from mid 2021 onwards. Could an organisation predict their resilience and perhaps be better prepared? The Organisation Development Tools Institute (Ireland) in partnership with the University of Groningen (NL) Masters in Change Management Program conducted a Global Study over the period May/June 2021 with participants across most Sectors and at all management and professional levels in organisations. The key findings are outlined in this Report: "Global Survey finds that Organisation/Business Resilience in times of Disruption is both Predictable & Actionable" The survey also confirmed the validity of the Organisation Learning & Development Process outlined in Dynamic Systems Maturity Theory.

2019

This article delimits the business resilience concept making however a direct association with dynamic capabilities, and reviews 3 crucial moments a turbulent company endures and has to overcome in order to be resilient. It is being presented in the form of a case study of the Colombian construction company AIA with a qualitative methodology. With the above, I want to share with the scientific community the findings that will explain how theories of dynamic capability and resilience could be a strategy for business recovery. The final results reflect what an organization must not do and thus should do in order to use this powerful dynamic capability better known as resilience to stay in or get to a number one spot in the market.

Proceedings of the fourth Resilience Engineering Symposium, 2000

Resilience engineering is a developing concept for coping with the changing world and growing complexity. TNO has begun a project to develop a tool with which to assess resilience. The aim is to enable companies to improve resilient practices at the organizational, team and individual level. The first phase of this project aims to set up a theoretical framework. A diversity of sources was questioned for the available knowledge and a coherent framework to connect those levels. The Resilience Innovation Lab is used to share knowledge with expert members. The four abilities of resilience in relation to supporting structure, culture and learning organization provide the key elements of the model that was developed. Attributes of resilience can be allocated at organizational, team and individual level. The resilience analysis grid provides a basis for developing an assessment tool for those levels. However the four abilities of resilience need to be analysed in closer detail and translated in measurable determinants together with the identification of resources for resilient performance in the next project phase.

Proceeding of The International Seminar on Business, Economics, Social Science and Technology (ISBEST)

Business resilience in digital technology era is not comprehensively overviewed. Thus, it is important to construct the body of the research and contributes to the current state of knowledge to understand the definition of business resilience in disruptive era. This study employs a systematic LITERATURE REVIEW of 76 papers that are categorized into two stream propositions: resilience and adaptive capability in digital technology era, and non-adaptive resilient one. The result reveals that when the business process adapt to digital technology, become more resilient and competitively sustained, while other do not. Future research may focus on speed adaptation capability in connectivity era.

As we contend with human impacts on the biosphere, there is rightfully a great emphasis now on community adaptation and resilience to climate change. Recent innovations in information technologies and analyses are helping communities to become more resilient. However, not often discussed in this vein is a path toward digital resilience. If mapping and information tools are to help communities, it stands to reason that they must be resilient themselves, as well as the data that they are based on. In other words, digital tools can help make communities resilient by providing data, evidence-based advice on community decisions, etc., but the resilience of the tools themselves can also be an issue. Digital resilience means that to the greatest extent possible, data and tools should be freely accessible, interchangeable, operational, of high quality, and up-to-date so that they can help give rise to the resilience of communities or other entities using them. Given the speed at which humans are altering the biosphere, the usefulness and effectiveness of these technologies must keep pace. This article reviews and recommends three fundamental digital practices, particularly from the standpoint of geospatial data and for community resilience and policy-making. These are: (1) create and implement a culture that consistently shares not only data, but workflows and use cases with the data, especially within maps and geographic information systems or GIS; (2) use maps and other visuals to tell compelling stories that many different kinds of audiences will understand and remember; and (3) be more open to different kinds of partnerships to reduce project costs, yield better results, and foster public awareness and behavioral change.

Journal of Organizational and End User Computing, 2022

This research analyzes how the concepts of agility and resilience are treated in IS literature. While agility has been an object of study in IS research for many decades, resilience is a fairly new topic. Both are gaining strategic importance in a firm's sustainability and growth, especially given the remarkable changes in the landscape that the firm operates in. It is thus important to understand what agility and resilience mean in IS research. This paper is a first attempt to study IS literature and provide a thematic analysis of facets of each concept. In doing so, the authors identify aspects that are common to both agility and resilience and those that are unique to each. The results of this study can be used for an empirical examination of the two constructs and a validation of how they can be measured in firms. IS researchers and industrial practitioners can benefit from a deeper understanding of agility and resilience.