The objective of this chapter is to analyze the implications of organizational resilience capability and capacity building and development processes and the posed challenges to its design and implementation. It is based on the conceptual and theoretical assumptions underpinning the capabilities of resilience that can be learned and designed by organizations to be implemented and applied to adverse conditions. These underlying assumptions affect the organizational resilience capabilities building. It is concluded that building and developing organizational resilience capabilities has increased the research agenda on the theoretical and conceptual literature and the notions, factors, elements, and challenges.
TopConceptualization
The conceptualization of organizational resilience considers capabilities, awareness, perceptions, planning, etc. (De Florio, 2013). There is little consensus about the meaning of organizational resilience, what are its elements, what are the organizational capabilities and conditions needed and how they are composed. The conceptualization of organizational capabilities to develop resilience are required despite the existing inconsistencies in the literature. The organizational resilience literature is based on turnaround the resources and capabilities advancing from different disciplines such as psychology, ecology, engineering, and organization science, etc., for building new theory.
Resilience is conceptualized as a meta-capability formed by a set of organizational capabilities and routines. The organizational capabilities and meta-capability that underlie resilience are complex, embedded, and dependent on social context factors. Resilience capabilities become effective when leveraged on complexity (Birkie et al. 2017).
The integral and capability-based resilience model provides a frame of reference structure to ongoing debate. The capability-based perspective contributes to organizational resilience capabilities for the organization for survival and prosperity despite the adversity and turbulence. Resilience based on the perspective of capabilities that become effective in situations of complexity of risks contributes with applying stability while addressing the disruptions through incorporating non-linearity quantum thinking replacing the Newtonian thinking (Pellissier 2011, 2012). Organizational resilience capability building is context-dependent on the specific exposure to desirable characteristic dealing with unexpected, abrupt, and extreme change (Linnenluecke and Griffiths 2012).