Integrated Security Management Model: A Proposal applied to Organisational Resilience
The purpose of this article is to contribute scientifically to the thematic areas of
organisational resilience and security risk management by providing a model of a
flexible security management system that can be integrated with other management systems and be applied to the operational dimension of organisational resilience. To this end, the literature on security risk and operational resilience has been reviewed as well as on security governance models based on enterprise security risk management
and other international standards that allow integration with business processes.
During the study, an incipient production of specific models that determine
the maturity of different management systems was observed in the academic sphere, with a gap being detected in terms of security management system maturity models linked to organisational governance and enterprise risk management, which would facilitate their inclusion in the organisation’s integrated management system in a practical way. It is concluded that the proposed model provides scientific support to practitioners, and, to a greater extent, to companies and other organisations irrespective of their size, sector of activity or location.
Building a Resilient Organisation
Sun TZU, in The Art of War writes that:
“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”
This quotation highlights the importance of understanding our organisations and the environments in which we operate.
Navigating the Geopolitical Minefield: Building Resilience in an Era of Global Uncertainty
This article examines managing geopolitical risks in a volatile global landscape. It emphasises businesses' need for resilience strategies to navigate international tensions and conflicts. Key focus areas include assessing risks, developing strategies, enhancing intelligence capabilities, strengthening cybersecurity and fostering board-level engagement. Whilst challenges pose risks, well-prepared organisations can protect themselves and thrive in a complex global environment.
Comeback or evolution? Examining Organizational Resilience Literature in pre and during COVID-19
Purpose – The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more crises, thus this paper aims at identifying key topics around organizational resilience in COVID-19 times, differentiating them of pre-crisis literature and synthesizing them into a research framework.
Integrating ESG and Organisational Resilience through System Theory: the ESGOR matrix
This paper aims to develop a conceptual framework that jointly considers Environmental, Social and Governance (ESG) factors and organisational resilience (OR) components to ameliorate organisations’ understanding of sustainability’s overall requirements and related decision-making processes.
Organisational Resilience Building in Small and Micro Enterprises under the VUCA Environment
Small and micro enterprises (SMEs) encounter big blows while operating in VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment as a result of their resource constrains and external dependencies. This study build a conceptual model that links organized performance to the elements of external environmental factors, internal resources, resilience capabilities, and the contribution of resilience building to SMEs. From systematically reviewing literature on VUCA and organisational resilience theories, the model specifies the pathways of how SMEs adapt and thrive in continuously changing (VUCA) conditions.
Resilience in a Fractured World: The Fundamentals of Geopolitical Resilience for Risk Professionals
Geopolitical resilience enables organisations to anticipate, adapt to, and recover from disruptions like conflicts, sanctions, or supply chain shocks. Key strategies include proactive risk assessment, scenario planning, diversification, and collaborative efforts. By integrating issues-led and impact-led approaches, leveraging technology, and fostering agility, businesses transform risks into opportunities, ensuring long-term competitiveness in a volatile world.
Risk science offers an integrated approach to resilience
Why do we hear calls to separate and independently manage aspects of risk and resilience that are inherently related? These
arguments are inconsistent with more holistic and integrated responses to wicked challenges—such as climate change—that
are necessary if we are to find balances and synergies. The justification of such views is based on misconceptions of risk science that are no longer accurate. Rather than being irrelevant, the risk concept and related literature provide a wealth of resilience analysis resources that are potentially being overlooked. In this Perspective, we discuss how the modern view of risk can provide an integrated framework for the key aspects of resilience.
Dynamic digital capabilities and supply chain resilience: The role of government effectiveness
Organizations in recent times are increasingly investing in building supply chain resilience following disruptions due to natural disasters, geo-political crises, and pandemics. A lack of government support has exacerbated the disruption to supply chains in some regions of the world. The positive influence of digitalization on social inclusion, government accountability, and creating a more open environment is well understood. Despite this, different countries have shown varying degrees of digital responsiveness during the pandemic as they attempted to deal with the effects of various COVID strains.
Measuring community disaster resilience at local levels: An adaptable resilience framework
Decision makers, practitioners and community members need to assess the disaster resilience of their communities and to understand better the risks they face from natural hazards. There is a lack of consensus on what resilience means and how it can be measured as each stakeholder potentially brings a different perspective to understanding community disaster resilience. The paper will identify the key features and characteristics of Community Disaster Resilience (CDR) frameworks from the literature to develop a resilience framework that can be adapted and customised according to stakeholder needs.