The resilience framework : organizing for sustained viability
Title By: Tengblad, Stefan [Edited by] | Oudhuis, Margareta [Edited by]
Material type: BookSeries: Work, organization, and employment.Publisher: New York, NY : Springer Berlin Heidelberg, c2018.Description: xxi, 264 p. : ill. ; 25 cm.ISBN: 9789811053139Subject(s): Business | OrganizationDDC classification: 658.406 RE SIItem type | Home library | Call number | Status | Date due | Barcode | Item holds |
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REGULAR | University of Wollongong in Dubai Main Collection | 658.406 RE SI (Browse shelf) | Available | T0058910 |
, Shelving location: Main Collection Close shelf browser
658.406 PA MA Managing organizational change : | 658.406 PA RO Rough diamonds : the four traits of successful breakout firms in BRIC countries / | 658.406 RE NA Narratives of organisational change and learning : making sense of testing times / | 658.406 RE SI The resilience framework : | 658.406 RO MA Manager's guide to navigating change / | 658.406 RO SY Systemic change management : five capabilities for improving enterprises | 658.406 SA IN Innovation and entrepreneurship : creating new value |
Chapter 1: Organization resilience: What makes companies and organizations sustainable? --
Chapter 2: Organizational resilience: Theoretical framework --
Chapter 3: A resource-based model of organizational resilience --
Chapter 4: The champion company that disappeared: A resilience resources analysis of Circuit City --
Chapter 5: BP and Deepwater Horizon: A catastrophe from a resilience perspective --
Chapter 6: Resilient leadership: Lessons from three legendary business leaders --
Chapter 7: Financial resilience: The role of financial balance, profitability, and ownership --
Chapter 8: Resilience in the product-delivery supply chain --
Chapter 9: Followership: An important social resource for organizational resilience --
Chapter 10: Followership for organizational resilience in healthcare --
Chapter 11: Organizational resilience and stagnation at a fashion company --
Chapter 12: Business clusters and organizational resilience --
Chapter 13: Regional resilience --
Chapter 14: Conclusions: The resilience framework summarised.
This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other. The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the re search on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.