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.

Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study

Managing risk in supply chain

The importance of organizational resilience as an effective means to cope with crises and achieve sustainable growth in crisis situations is gradually gaining attention from both theoretical and practical circles. Based on the review of existing research on organizational resilience, this study uses the scientific knowledge mapping method from the macro perspective and the literature analysis method from the micro level to review the development of organizational resilience research during 1984-2021, and analyzes 108 representative papers on organizational resilience. Finally, this study proposes future research directions based on the existing studies, such as enriching the influence factors of organizational resilience, strengthening the study of the mechanism of organizational resilience and strengthening the study of the effect of organizational resilience. This paper not only provides a reference for domestic scholars to construct an overall framework for organizational resilience research, but also provides theoretical and practical guidelines for enterprises to achieve rebound survival and then sustainable growth in the face of adversity.

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Turning Danger into Safety: The Origin, Research Context and Theoretical Framework of Organizational Resilience

Why are some social entrepreneurial teams able to adapt to challenges and leverage the opportunities that are generated from a crisis, and why can some start-ups achieve sustained growth yet others do not? From the perspective of relational governance, this study unpacked the mechanism of how entrepreneurial teams promote social start-ups’ abilities to deal with crises and the mediating role of team learning through a survey of 396 social entrepreneurial team members. The results showed four key findings. (1) Trust among entrepreneurial team members has a positive effect on organizational resilience, whereas shared vision and communication-cooperation do not. (2) All the dimensions of relational governance positively promote team learning, and team learning is positively associated with organizational resilience. (3) Team learning mediates the effect of entrepreneurial team relational governance on organizational resilience; specifically, team learning plays a complete intermediary effect on shared vision and communication-cooperation to organizational resilience, whereas it plays a partial intermediary effect on trust in organizational resilience. (4) Team learning is the key factor to organizational resilience, whereas communication-cooperation promotes team learning the most. Practically, to strengthen social start-ups’ organizational resilience, entrepreneurial team members must first improve their understanding of environmental adaptability and then engage in productive and creative dialogues to manage issues, improve team members’ capability in information integration, as well as agree upon the action and activities that should be performed.

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How Does Entrepreneurial Team Relational Governance Promote Social Start-Ups’ Organizational Resilience?

The applicability of Lean practices has been growing in the most different types of organizations, including public ones. Considering the growing need for better and more effective management systems, the objective of this work is to evaluate the influence of Lean practices on process effectiveness. A literature review was carried out to find Lean practices applicable to the public sector organizations and to outline the hypotheses of the work. The method of work consists of a survey, whose data collection was conducted through a questionnaire. The population of the study was composed by all the administrative servants of a public institution in Brazil. A valid sample of 997 answers was obtained from the studied institution. The data analysis was carried out by means of descriptive statistics, exploratory and confirmatory factor analysis, and multiple regression. The results allow identifying a positive influence of four Lean practices on the effectiveness of processes, which are: “Continuous improvement,” “Long-term thinking,” “Leadership support,” and “Focus on the final user.” The results also showed the influence of some dummy variables, such as “time in the public service” and “being head of sector.” As a conclusion of this work, it can be stated that Lean practices act as a basis for the effectiveness of processes and may optimize operational and administrative activities in public organizations.

https://journals.sagepub.com/doi/pdf/10.1177/21582440221088837

The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

https://www.revistas.usp.br/rmj/article/download/154546/150661

Business analytics leveraging resilience in organizational processes

O objetivo do presente artigo e compreender a configuracao da gestao da Policia Militar do Espirito Santo (PMES) no tocante as suas relacoes com o modelo burocratico e a sua transformacao na direcao de elementos da logica da gestao empresarial. Para alcanca-lo inicialmente se discute a historia das organizacoes policiais militares no Brasil (Demoner, 1985; Carvalho, 2005). Em seguida discute-se o modelo burocratico (Weber, 1978) da gestao publica tradicional e sua transformacao para o modelo com logica empresarial (Pereira, 1999), para estudar as relacoes entre esses modelos no contexto da PMES. Para a coleta de dados foram realizadas onze entrevistas semi-estruturadas com ex-comandantes Gerais da organizacao, alem de pesquisa documental. Os dados foram tratados por meio da analise de conteudo (Bardin, 2006). O resultado obtido aponta que a PMES – face ao culto as tradicoes e modos proprios – vem mudando muito lentamente a forma de enfrentar as novas demandas sociais a despeito da transicao historica ocorrida na sociedade brasileira. Observou-se forte presenca de caracteristicas burocraticas desde o regime militar, incluindo nesse caso muitas de suas disfuncoes que tem convivido com algumas caracteristicas da logica da gestao empresarial. Conclui-se que os obstaculos para a implantacao de ferramentas da gestao empresarial na PMES estao presentes tanto em tradicoes que remontam ao regime militar brasileiro de 1964, quanto em limitacoes da propria administracao em relacao a demandas contemporâneas especificas sobre uma instituicao como a PMES.

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As Faces da Gestão da Polícia Militar do Estado do Espírito Santo, Brasil

PurposeIn the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.Design/methodology/approachThe authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.FindingsThe results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.Practical implicationsCompanies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.Originality/valueThe findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.

Hélio Zanquetto-Filho

Papers

Business analytics leveraging resilience in organizational processes

As Faces da Gestão da Polícia Militar do Estado do Espírito Santo, Brasil

Developing organizational resilience from business process management maturity