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Article
Publication date: 15 January 2018

Epaminondas Koronis and Stavros Ponis

The paper aims to adopt a strategic view of organizational survival and argue that preparedness, responsiveness, adaptability and learning abilities constitute organizational…

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Abstract

Purpose

The paper aims to adopt a strategic view of organizational survival and argue that preparedness, responsiveness, adaptability and learning abilities constitute organizational drivers of resilience and provide a new direction on crisis management.

Design/methodology/approach

As a conceptual and literature exploration, the methodological focus is to combine various concepts within a unified model for resilience.

Findings

The proposed conceptual model highlights the need for strategic reconfigurations toward the construction of a resilience culture and the development of a supporting social capital in organizations. It also portrays organizational survival and sustainability as being dependent on strategic characteristics rather than on the managerial ability to handle situations and manage crisis.

Research limitations/implications

In this paper, implications, methodological concerns in the study of resilience and further research directions have been presented.

Practical implications

The paper approaches a new way of thinking about crises and provides a set of cultural and organizational characteristics that would increase resilience and crisis management abilities.

Originality/value

While organizations are nowadays more than ever affected by disruptions and crises, their inherent ability and strategies to protect their sustainability have been undertheorized. This paper aims at contributing to a growing and fruitful discussion.

Details

Journal of Business Strategy, vol. 39 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 18 November 2019

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Resilient organizations are better positioned to manage major crises and restore the status quo or achieve levels of performance that exceed pre-disruption standards. Successful navigation of a crisis situation can be achieved if key resilience drivers are identified and the firm is equipped with sufficient social and human capital and has an open culture.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Continuity & Resilience Review, vol. 1 no. 2
Type: Research Article
ISSN: 2516-7502

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