Innovative Adaptation in Strategic Organizational Resilience

Introduction

Organizational resilience is defined as capacity, capability, behavior, strategy, outcome, performance among other concepts. Organizational resilience has a strategic role (Carmeli and Markman, 2011; de Oliveira Teixeira and Werther, 2013; Hamel and Välikangas, 2003) and also has a relevant role at operational‐level such as the supply chain to maintain service delivery and functionality (Jüttner and Maklan, 2011; Pettit et al. 2010; Ponomarov and Holcomb, 2009; Sheffi and Rice, 2005; Zsidisin and Wagner, 2010).

Organizational resilience is being analyzed from the systemic, psychological, social, and strategic management perspectives. Resilience is an organizational capability based on culture of change considered as the ability to make sense of the environment to realign resources aimed to strategic options to develop and advantage (Ates and Bititci 2011).

Resilience is the capability of strategic awareness linked to management to face in advance any disruption of internal and external shocks and unexpected events (Annarelli and Nonino 2016). At organization level, resilience can adjust under challenging conditions (Sutcliffe and Vogus, 2003) involving the ability to bounce back from risk and disorder event to maintain the capacity of functioning, considered as a strategic advantage (Gittel et al. 2006; Cheng, 2007). Strategic organizational resilience is an imperative for the survival inputing applications to deal and mitigate with risks.

Resilience theories suppose resilience to be a trait inherent to personality (Fletcher & Sarkar, 2013) and includes protective factors for a coping strategy that allows to bounce back from any psychological stressor (Earvolino-Ramirez, 2007; Rutter, 2012). The literature on resilience draws upon theories of resources-based view (RBV), capability -based and strategy (Barney 2001a, 2001b).

Resilience as a property is related to negative events such as surviving and adapting to disruptions (Bell, 2002; Horne III & Orr, 1998; Hu and Holloway, 2008 Lengnick-Hall et al., 2011; Sheffi & Rice Jr., 2005), threats (Bhamidipaty et al., 2007; Dewald & Bowen, 2010) disasters and catastrophes (Tierney, 2003; Alblas & Jayaram, 2015); challenging conditions (Sutcliffe & Vogus, 2003; Vogus & Sutcliffe, 2007); disturbances (Hollnagel, 2010; Linnenluecke & Griffiths, 2010; Mamouni Limnios et al., 2014; Tillement et al., 2009); or changes (Fiksel, 2006; Grøtan & Asbjørnslett, 2007; Mafabi et al., 2015; Milanzi & Weeks, 2014; Stewart & O’Donnell, 2007).

Resilience is more that the property of a system to adaptation and response. Adaptation and resilience as responses are dependent on the type of change. Resilience directs towards accelerated change (Linnenluecke et al. 2012). Organizational resilience has as potential sources for effective responses in the case of unexpected events the bricolage, wisdom, virtual role systems and interactions (Weick 1993).

Resilience is the capacity for an enterprise to survive, adapt and grow even in times of turbulent change (Pettit et al. 2010, 2013). Resilience is the ability of systems to anticipate and adapt to potential failures. Resilience is the ability to adapt to new and complex problems without disrupting the operation of the system (Borges and Menegon 2012). Resilience is defined as the ability to focus on adaptation and derive the resilience dimension of flexibility, vulnerability, adaptability, efficiency, and other indicators.

Resilience is the ability to adapt and change behavior focusing on adaptation (Huber et al. 2012; Øien 2013; Bhamra et al. 2011). Organizational adaptation to environmental changes requires resilience (Collis 1991). Resilience is also a desirable strategy organization. Resilience is the positive adaptation despite diversity (Fleming and Ledogar 2008). Resilience must reflect social and human factors as the agility, adaptation, and rapid response of organizations in developing an enduring, diverse portfolio despite a turbulent and stressful environment (Coullahan and Shepherd 2008). Resilience is the capability of recognizing, adapting to, and coping with the unexpected (Woods 2006).

Resilience is the capacity and capability of a system to develop foresight, to anticipate and manage risk (Hollnagel et al. 2006; McDonald 2006) through adaptation of actions and processes to ensure functioning in disruptive events (Dalziell and McManus 2004). Resilience is the ability to cope with and adapt to risk, disaster, or crisis stress to survive and reduce damage (Pelling 2003). The perspective of safety and reliability relates to the concepts of anticipation or awareness and adaptability to resilience.