Quantifying Organisational Resilience: An Integrated Resource Efficiency View
Organisations are increasingly exposed to risks from globally disruptive events, triggering interest and new research into organisational resilience. Several levers to increase resilience are defined in the literature but organisations still find it challenging to prepare for the next disruption. This study contributes to the resilience literature by drawing on the integrated resource efficiency view (IREV) framework to measure four levers of organisational resilience and derive an organisational resilience index (ORI)......
Rethinking Resilience: Addressing Supply Chain Disruptions in a Volatile World
The article "Rethinking Resilience" examines the critical need for businesses to bolster supply chain resilience amidst global disruptions. It explores key factors contributing to vulnerabilities and outlines strategies for building resilience, including supplier diversification, technology adoption, and strengthening cybersecurity. The piece emphasises that resilience not only mitigates risks but also drives competitive advantage and aligns with ESG goals.
The Mediating Role of Levers of Controls on the Association Between Sustainable Leadership and Organisational Resilience
This study examines the mediating role of Simons’ (Levers of control: How managers
use innovative control systems to drive strategic renewal, Harvard Business
School Press, 1995) levers of control (belief systems, boundary controls, interactive use of controls, diagnostic use of controls) on the association between sustainable leadership and organisational resilience.
Nonprofit Organisational Resilience: Proposing a Conceptual Adaptive Capacity Framework
Nonprofit organisations (NPOs) play a key role in resolving the challenges and
inequalities prevalent in South Africa; however, turbulent events have led to existential concerns for many NPOs. It is important to understand how NPOs can augment their organisational resilience to mitigate existential concerns.
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.
McKinsey on Risk & Resilience: Managing Risks to achieve Resilience
Welcome to the latest issue of McKinsey on Risk & Resilience, now a subscription-based, quarterly publication featuring the latest trends, research, insights, and best practices related to financial and nonfinancial risks, and how to build and strengthen business resilience in an ever-evolving world.
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.