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Journal Article•DOI•

Resilience in business and management research: a review of influential publications and a research agenda

Martina K. Linnenluecke1•
University of Queensland1
01 Jan 2017-International Journal of Management Reviews (John Wiley & Sons, Ltd)-Vol. 19, Iss: 1, pp 4-30
TL;DR: This paper identified the development of and gaps in knowledge in business and management research on resilience, based on a systematic review of influential publications among 339 papers, books and book chapters published between 1977 and 2014.
Abstract: This paper identifies the development of and gaps in knowledge in business and management research on resilience, based on a systematic review of influential publications among 339 papers, books and book chapters published between 1977 and 2014. Analyzing these records shows that resilience research has developed into five research streams, or lines of enquiry, which view resilience as (1) organizational responses to external threats, (2) organizational reliability, (3) employee strengths, (4) the adaptability of business models or (5) design principles that reduce supply chain vulnerabilities and disruptions. A review of the five streams suggests three key findings: First, resilience has been conceptualized quite differently across studies, meaning that the different research streams have developed their own definitions, theories and understandings of resilience. Second, conceptual similarities and differences among these streams have not yet been explored, nor have insights been gleaned about any possible generalizable principles for developing resilience. Third, resilience has been operationalized quite differently, with few insights into the empirics for detecting resilience to future adversity (or the absence thereof). This paper outlines emerging research trends and pathways for future research, highlighting opportunities to integrate and expand on existing knowledge, as well as avenues for further investigation of resilience in business and management studies.
Citations
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Journal Article•DOI•
Organizational response to adversity: Fusing crisis management and resilience research streams

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Trenton A. Williams1, Daniel A. Gruber2, Kathleen M. Sutcliffe3, Dean A. Shepherd4, Eric Yanfei Zhao1 •
Indiana University1, University of Cincinnati2, Johns Hopkins University3, University of Notre Dame4
01 Mar 2017-The Academy of Management Annals
TL;DR: Research on crisis management and resilience has sought to explain how individuals and organizations anticipate and respond to adversity, yet there has been little integration across different disciplines as discussed by the authors. But, surprisingly, there have been few integration across disciplines.
Abstract: Research on crisis management and resilience has sought to explain how individuals and organizations anticipate and respond to adversity, yet—surprisingly—there has been little integration across t...

702 citations

Cites background from "Resilience in business and manageme..."

  • ...Resilience generally has been used to describe organizations, systems, or individuals that are able to react to and recover from duress or disturbances with minimal effects on stability and functioning (Linnenluecke, 2015; Sutcliffe &Vogus, 2003)....

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  • ..., 2004)], its usefulness as a scholarly construct has been stymied (Linnenluecke, 2015)....

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  • ...Resilience has been historically relevant in organizational scholarship (see Alexander, 2013; Linnenluecke, 2015; Sutcliffe & Vogus, 2003; Wildavsky, 1988); but, as noted earlier, it has been relatively absent in the crisis literature (Boin, et al....

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  • ...RESILIENCE IN THE MANAGEMENT LITERATURE Resilience has been historically relevant in organizational scholarship (see Alexander, 2013; Linnenluecke, 2015; Sutcliffe & Vogus, 2003; Wildavsky, 1988); but, as noted earlier, it has been relatively absent in the crisis literature (Boin, et al., 2010: 11)....

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  • ...…and applied differently across multiple levels of analysis [e.g., individual (Bonanno, 2004, 2012), organizational (Manyena, 2006; Sutcliffe & Vogus, 2003), and system (Holling, 1973; Walker et al., 2004)], its usefulness as a scholarly construct has been stymied (Linnenluecke, 2015)....

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Journal Article•DOI•
Startups in times of crisis – A rapid response to the COVID-19 pandemic

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Andreas Kuckertz1, Leif Brändle1, Anja Gaudig1, Sebastian Hinderer1, Carlos Arturo Morales Reyes1, Alicia Prochotta1, Kathrin M. Steinbrink1, Elisabeth S.C. Berger1 •
University of Hohenheim1
01 Jun 2020-Journal of Business Venturing Insights
TL;DR: In this article, the authors present a rapid response research that combines a qualitative research design informed by entrepreneurial ecosystem actors with an analysis of policy measures called for, announced, and reportedly implemented in the international press.

562 citations

Cites methods from "Resilience in business and manageme..."

  • ...In a subsequent iterative approach, constantly comparing data, codes, and categories (Bryant and Charmaz, 2007), the coding team discussed and agreed upon a list of first-order codes (Locke, 2000)....

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Journal Article•DOI•
Organizational resilience: a capability-based conceptualization

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Stephanie Duchek1•
Dresden University of Technology1
01 Apr 2020-Business Research
TL;DR: In this paper, the authors conceptualize resilience as a meta-capability and decompose the construct into its individual parts, and suggest three successive resilience stages (anticipation, coping, and adaptation).
Abstract: In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crises, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, there is little consensus about what resilience actually means and how it is composed. More knowledge is particularly needed about organizational capabilities that constitute resilience, as well as conditions for their development. This paper aims to make a contribution to this heterogeneous research field by deepening the understanding of the complex and embedded construct of organizational resilience. We conceptualize resilience as a meta-capability and decompose the construct into its individual parts. Inspired by process-based studies, we suggest three successive resilience stages (anticipation, coping, and adaptation) and give an overview of underlying capabilities that together form organizational resilience. Based on this outline, we discuss relationships and interactions of the different resilience stages as well as main antecedents and drivers. We formulate propositions that can act as a foundation for future empirical work.

412 citations

Journal Article•DOI•
Conducting systematic literature reviews and bibliometric analyses

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Martina K. Linnenluecke1, Mauricio Marrone1, Abhay K. Singh1•
Macquarie University1
01 May 2020-Australian Journal of Management
TL;DR: Literature reviews play an essential role in academic research to gather existing knowledge and to examine the state of a field as mentioned in this paper, however, researchers in business, management and related disciplines tend to ignore them.
Abstract: Literature reviews play an essential role in academic research to gather existing knowledge and to examine the state of a field. However, researchers in business, management and related disciplines...

377 citations

Journal Article•DOI•
Trends and applications of resilience analytics in supply chain modeling: systematic literature review in the context of the COVID-19 pandemic.

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Maureen S. Golan1, Laura H. Jernegan1, Igor Linkov2•
United States Army Corps of Engineers1, Engineer Research and Development Center2
30 May 2020-Environment Systems and Decisions
TL;DR: It is concluded that a comprehensive approach to network resilience quantification encompassing the supply chain in the context of other social and physical networks is needed to address the emerging challenges in the field.
Abstract: The increasingly global context in which businesses operate supports innovation, but also increases uncertainty around supply chain disruptions. The COVID-19 pandemic clearly shows the lack of resilience in supply chains and the impact that disruptions may have on a global network scale as individual supply chain connections and nodes fail. This cascading failure underscores the need for the network analysis and advanced resilience analytics we find lacking in the existing supply chain literature. This paper reviews supply chain resilience literature that focuses on resilience modeling and quantification and connects the supply chain to other networks, including transportation and command and control. We observe a fast increase in the number of relevant papers (only 47 relevant papers were published in 2007-2016, while 94 were found in 2017-2019). We observe that specific disruption scenarios are used to develop and test supply chain resilience models, while uncertainty associated with threats including consideration of "unknown unknowns" remains rare. Publications that utilize more advanced models often focus just on supply chain networks and exclude associated system components such as transportation and command and control (C2) networks, which creates a gap in the research that needs to be bridged. The common goal of supply chain modeling is to optimize efficiency and reduce costs, but trade-offs of efficiency and leanness with flexibility and resilience may not be fully addressed. We conclude that a comprehensive approach to network resilience quantification encompassing the supply chain in the context of other social and physical networks is needed to address the emerging challenges in the field. The connection to systemic threats, such as disease pandemics, is specifically discussed.

277 citations

References
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Book•
Self-Efficacy: The Exercise of Control

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Albert Bandura1•
Stanford University1
01 Jan 1997
TL;DR: SelfSelf-Efficacy (SE) as discussed by the authors is a well-known concept in human behavior, which is defined as "belief in one's capabilities to organize and execute the courses of action required to produce given attainments".
Abstract: Albert Bandura and the Exercise of Self-Efficacy Self-Efficacy: The Exercise of Control Albert Bandura. New York: W. H. Freeman (www.whfreeman.com). 1997, 604 pp., $46.00 (hardcover). Enter the term "self-efficacy" in the on-line PSYCLIT database and you will find over 2500 articles, all of which stem from the seminal contributions of Albert Bandura. It is difficult to do justice to the immense importance of this research for our theories, our practice, and indeed for human welfare. Self-efficacy (SE) has proven to be a fruitful construct in spheres ranging from phobias (Bandura, Jeffery, & Gajdos, 1975) and depression (Holahan & Holahan, 1987) to career choice behavior (Betz & Hackett, 1986) and managerial functioning (Jenkins, 1994). Bandura's Self-Efficacy: The Exercise of Control is the best attempt so far at organizing, summarizing, and distilling meaning from this vast and diverse literature. Self-Efficacy may prove to be Bandura's magnum opus. Dr. Bandura has done an impressive job of summarizing over 1800 studies and papers, integrating these results into a coherent framework, and detailing implications for theory and practice. While incorporating prior works such as Social Learning Theory (Bandura, 1977) and "Self-efficacy mechanism in human agency" (Bandura, 1982), Self-Efficacy extends these works by describing results of diverse new research, clarifying and extending social cognitive theory, and fleshing out implications of the theory for groups, organizations, political bodies, and societies. Along the way, Dr. Bandura masterfully contrasts social cognitive theory with many other theories of human behavior and helps chart a course for future research. Throughout, B andura' s clear, firm, and self-confident writing serves as the perfect vehicle for the theory he espouses. Self-Efficacy begins with the most detailed and clear explication of social cognitive theory that I have yet seen, and proceeds to delineate the nature and sources of SE, the well-known processes via which SE mediates human behavior, and the development of SE over the life span. After laying this theoretical groundwork, subsequent chapters delineate the relevance of SE to human endeavor in a variety of specific content areas including cognitive and intellectual functioning; health; clinical problems including anxiety, phobias, depression, eating disorders, alcohol problems, and drug abuse; athletics and exercise activity; organizations; politics; and societal change. In Bandura's words, "Perceived self-efficacy refers to beliefs in one's capabilities to organize and execute the courses of action required to produce given attainments" (p. 3). People's SE beliefs have a greater effect on their motivation, emotions, and actions than what is objectively true (e.g., actual skill level). Therefore, SE beliefs are immensely important in choice of behaviors (including occupations, social relationships, and a host of day-to-day behaviors), effort expenditure, perseverance in pursuit of goals, resilience to setbacks and problems, stress level and affect, and indeed in our ways of thinking about ourselves and others. Bandura affirms many times that humans are proactive and free as well as determined: They are "at least partial architects of their own destinies" (p. 8). Because SE beliefs powerfully affect human behaviors, they are a key factor in human purposive activity or agency; that is, in human freedom. Because humans shape their environment even as they are shaped by it, SE beliefs are also pivotal in the construction of our social and physical environments. Bandura details over two decades of research confirming that SE is modifiable via mastery experiences, vicarious learning, verbal persuasion, and interpretation of physiological states, and that modified SE strongly and consistently predicts outcomes. SE beliefs, then, are central to human self-determination. STRENGTHS One major strength of Self-Efficacy is Bandura's ability to deftly dance from forest to trees and back again to forest, using specific, human examples and concrete situations to highlight his major theoretical premises, to which he then returns. …

46,839 citations

"Resilience in business and manageme..." refers background or methods in this paper

  • ...Later work on employee strengths by Luthans and colleagues developed similar themes by drawing upon conceptual foundations from psychology (Bandura 1997; Seligman 1998) that are concerned with information processing and individuals’ framing of events....

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  • ...Publications within this stream drew on Bandura’s (1997) work on Self-Efficacy, concerned with individuals’ beliefs in their own abilities and associated performance accomplishments, and Seligman’s (1998) work on Learned Optimism, concerned with how individuals’ optimistic or pessimistic thoughts about events in their lives change what ensues....

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  • ...Bandura 1997 Self-Efficacy: The Exercise of Control 24 9230 Book (not indexed) Seligman 1998 Learned Optimism 18 140 Book (not indexed) Weick et al. 1999 Organizing For High Reliability: Processes Of Collective Mindfulness (in Res Organ Behav) 15 385 Book Chapter (not indexed) Weick and Sutcliffe…...

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Book•
Normal Accidents: Living with High-Risk Technologies

[...]

Charles Perrow
01 Jan 1984

4,603 citations

Journal Article•DOI•
Collective mind in organizations: Heedful interrelating on flight decks.

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Karl E. Weick1, Karlene H. Roberts•
University of Michigan1
01 Sep 1993-Administrative Science Quarterly
TL;DR: In this paper, the anonymous reviewers for Administrative Science Quarterly (ASCQ) have been surveyed for help with previous versions of this manuscript from the authors and the anonymous reviewer for ACSQ.
Abstract: We acknowledge with deep gratitude, generous and extensive help with previous versions of this manuscript from Sue Ashford, Michael Cohen, Dan Denison, Jane Dutton, Les Gasser, Joel Kahn, Rod Kramer, Peter Manning, Dave Meader, Debra Meyerson, Walter Nord, Linda Pike, Joe Porac, Bob Quinn, Lance Sandelands, Paul Schaffner, Howard Schwartz, Kathie Sutcliffe, Bob Sutton, Diane Vaughan, Jim Walsh, Rod White, Mayer Zald, and the anonymous reviewers for Administrative Science Quarterly.

4,053 citations

"Resilience in business and manageme..." refers background in this paper

  • ...One of the highly cited contributions from this period (see Figure 2) is the paper by Weick and Roberts (1993) on the operation of aircraft carrier flight decks....

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  • ...Processes of sensemaking were also an important aspect of Weick’s (1993) study, which was published alongside the paper by Weick and Roberts (1993)....

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Journal Article•DOI•
The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster

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Karl E. Weick1•
University of Michigan1
01 Dec 1993-Administrative Science Quarterly
TL;DR: The KatzNewcomb lecture as mentioned in this paper celebrated the life of Rensis Likert, the founding director of the Institute for Social Relations, who was born in 1903, which meant this lecture also celebrated their 90th birthdays.
Abstract: This is a revised version of the KatzNewcomb lecture presented at the University of Michigan, April 23-24, 1993. The 1993 lecture celebrated the life of Rensis Likert, the founding director of the Institute for Social Relations. All three people honored at the lecture-Dan Katz, Ted Newcomb, and Ren Likert-were born in 1903, which meant this lecture also celebrated their 90th birthdays. I am grateful to Lance Sandelands, Debra Meyerson, Robert Sutton, Doug Cowherd, and Karen Weick for their help in revising early drafts of this material. I also want to thank John Van Maanen, J. Richard Hackman, Linda Pike, and the anonymous ASQ reviewers for their he lp with later drafts.

3,856 citations

Journal Article•DOI•
Threat-rigidity effects in organizational behavior: A multilevel analysis.

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Barry M. Staw, Lance E. Sandelands, Jane E. Dutton
01 Dec 1981-Administrative Science Quarterly
TL;DR: In this article, the authors explore the case for a general threat-rigidity effect in individual, group, and organizational behavior, showing a restriction in information processing and constriction of control under threat conditions.
Abstract: The authors wish to thank Jeanne Brett, Larry Cummings, Joanne Martin, J. P. Miller, and the anonymousASQ reviewers for their insightful comments on an earlier version of this paper. This paper explores the case for a general threat-rigidity effect in individual, group, and organizational behavior. Evidence from multiple levels of analysis is summarized, showing a restriction in information processing and constriction of control under threat conditions. Possible mechanisms underlying such a multiple-level effect are explored, as are its possible functional and dysfunctional consequences.

3,135 citations

"Resilience in business and manageme..." refers background or result in this paper

  • ...Authors renewed their interest in the organizational processes that can either lead to a functional and dysfunctional (or successful and unsuccessful) response to adverse, external change (Meyer, 1982, Staw et al. 1981) and investigated enabling conditions that allow companies to be resilient....

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  • ...Sutcliffe and Vogus (2003) revisited the idea of adaptability as a way to overcome adversity (see Meyer, 1982; Staw et al. 1981)....

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  • ...---------------------------------- Table 3 here ---------------------------------- Staw et al. (1981) and Meyer (1982) contributed to the literature by observing that the way in which organizations respond to external threats triggers organizational processes which can either lead to a functional…...

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  • ...The papers by Staw et al. (1981) and Meyer (1982) therefore initially had little influence on the resilience field, even though Meyer (1982) was the first to expressly use “resiliency” as a concept within the business and management literature....

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  • ...16 ---------------------------------- Table 6 here ---------------------------------- Sutcliffe and Vogus (2003) revisited the idea of adaptability as a way to overcome adversity (see Meyer, 1982; Staw et al. 1981)....

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