000			03106nam a22002295i 4500
999			_c33482 _d33482
001			19767158
010			_a 2017947458
020			_a9789811053139
040			_aUOWD
082			_a658.406 RE SI
245	0	4	_aThe resilience framework : _borganizing for sustained viability _cEdited by Stefan Tengblad, Margareta Oudhuis
260			_aNew York, NY : _bSpringer Berlin Heidelberg, _cc2018.
300			_axxi, 264 p. : _bill. ; _c25 cm.
490			_aWork, organization, and employment
505			_aChapter 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.
520			_aThis 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.
650			_aBusiness _914548
650			_aOrganization _92218
700			_aTengblad, Stefan, _eEdited by _914549
700			_aOudhuis, Margareta, _eEdited by _914550
942			_2ddc _cREGULAR