An integrative framework for building organizational resilience through environmental scanning: a view of organizational information processing theory: MRN

PurposeThis study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.FindingsEnvironmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.Research limitations/implicationsThe sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.Practical implicationsManagers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.Originality/valueThis study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.

An MCDM Approach to Assessing Influential Factors on Healthcare Providers' Safe Performance during the COVID-19 Pandemic: Probing into Demographic Variables

This study assessed the influence of occupational stress, individual resilience, and organizational resilience on the safety performance of healthcare providers during the COVID-19 pandemic. Demographic variables including age, work experience, and sex were explored. Data were collected from 344 healthcare providers employed at a teaching hospital. The entropy method and the multi-criteria decision-making (MCDM) method were used to examine the influence of occupational stress, individual resilience, and organizational resilience on the safe performance of healthcare providers. The results of the entropy method showed that organizational resilience was the most influential factor in the safe performance of older healthcare providers. In contrast, individual resilience was the most significant factor in enhancing the safety performance of younger healthcare providers. Analyses of work experience indicated that individual resilience was the most influential factor in the safe performance of less experienced healthcare providers. Gender-based analysis revealed that individual resilience had a major effect on the safety performance of both women and men. The findings of this study could assist managers in improving the performance of the healthcare sector during pandemics by using and implementing resilience concepts at both the individual and organizational levels.

Stakeholders' Involvement, Organizational Learning and Social Innovation: Factors for Strengthening the Resilience of Moroccan Cooperatives in the Post-COVID-19 Era

The Moroccan cooperative sector is increasingly important, not only in the social and economic fabric of Morocco, but also in the sustainable development of the Kingdom. With the advent of COVID, the cooperative sector offers more inclusive and sustainable economic alternatives than ever before. In this context, organizational resilience is essential to preserve the sustainability of cooperatives and anticipate potential crises. This study addresses the following issue: What are the organizational factors necessary to strengthen the organizational resilience of the Moroccan cooperative in the Fez-Meknes region in times of COVID-19 crisis? The purpose of this paper was to test the hypothesized relationships between a set of latent constructs (actor involvement and mobilization, organizational learning in times of a crisis and social innovation) and the organizational resilience of cooperatives in times of a COVID-19 crisis. The methodology adopted is structural equation modeling based on the PLS-SEM method under the "SmartPLS Version 3” used on data collected through a printed questionnaire administered to 160 cooperatives in the Fez-Meknes region. The results show the significant and positive influence between the exogenous constructs on the strengthening of organizational resilience of cooperatives as an endogenous construct. The novelty of the study lies in the identification of the organizational resources needed to strengthen the organizational resilience of cooperatives in the Moroccan context. The results show that organizational resilience depends on three selected organizational factors: stakeholder involvement and mobilization, organizational learning in the times of a crisis and social innovation.

Facilitators of Organizational Resilience Within South Carolina AIDS Service Organizations: Lessons Learned from the COVID-19 Pandemic.

HIV care services have been interrupted by the COVID-19 pandemic in many states in the U.S. including South Carolina (SC). However, many HIV care facilities demonstrated organizational resilience (i.e., the ability to maintain needed health services amid rapidly changing circumstances) by addressing challenges to maintaining care during the pandemic. This study, therefore, aims to identify key facilitators for organizational resilience among AIDS Services Organizations (ASOs) in SC. In-depth interviews were conducted among 11 leaders, from 8 ASOs, across SC during the summer of 2020. The interviews were recorded after receiving proper consent and then transcribed. Utilizing a codebook based upon the interview guide, a thematic analysis approach was utilized to analyze the data. All data management and analysis were conducted in NVivo 11.0. Our findings demonstrate several facilitators of organizational resilience, including (1) accurate and timely crisis information dissemination; (2) clear and preemptive protocols; (3) effective healthcare system policies, management, and leadership; (4) prioritization of staff psychological wellbeing; (5) stable access to personal protective equipment (PPE); (6) adequate and flexible funding; and (7) infrastructure that supports telehealth. Given the facilitators of organizational resilience among ASOs in SC during the COVID-19 pandemic, it is recommended that organizations implement and maintain coordinated and informed responses based upon preemptive protocols and emerging needs. ASO funders are encouraged to allow a flexibility in spending. The lessons learned from the participating leaders enable ASOs to develop and strengthen their organizational resilience and experience fewer disruptions in the future.

Navigating Disruptive Times: How Cross-Sector Partnerships in a Development Context Built Resilience During the COVID-19 Pandemic Outbreak

This article explores how cross-sector partnerships (CSPs) operating in a development context built resilience during the outbreak of the COVID-19 pandemic. Based on a qualitative analysis of eight partnerships operating in East-Africa, Central America, and Indonesia, I show how CSPs engaged in three practices of resilience building (i.e., forming unconventional alliances, mobilizing digital technologies, and building subnetworks), which allowed them to remain functional despite facing adversity. In addition to fostering their resilience, my findings show how engaging in these practices enabled the CSPs to develop new capabilities (i.e., improved abilities to engage with beneficiaries) that benefit them in the long run. Based on these insights, I advance our understanding of resilience building by unpacking this concept on a CSP level. Furthermore, by unfolding the relevance of incidental learning in a cross-sectoral setting, I widen our knowledge of learning processes in CSPs.

Doing good right: building resilience through donations during the pandemic

PurposeWhile researchers recognize the significance of philanthropic donations in disaster relief and recovery, the benefits that firms derive from such donations remain unclear, particularly when firms are adversely impacted by the disaster. To address this gap, this study seeks to elucidate the impact of various donation strategies on firm resilience in the context of the COVID-19 pandemic.Design/methodology/approachBased on the hand-collected data on donations, the authors employ ordinary least squares regressions to investigate the effectiveness of various donation strategies - including type, timing and location - in enhancing firm resilience in terms of the severity of stock price losses during the pandemic. To address potential endogeneity concerns, the authors use a two-stage least squares regression with instrumental variables.FindingsThis study finds robust evidence that certain donation strategies are more effective at mitigating stock price losses during the pandemic. Specifically, the authors find that in-kind donations (compared to monetary ones), earlier donations (compared to later ones) and donations targeting severely impacted areas (Hubei province vs. other places) are more effective methods to reduce the severity of stock price losses.Originality/valueThis study points out an alternative mechanism through which donations influence firm resilience during a crisis context and provides important managerial implications for firms to better engage in disaster donations.

Forging organizational resilience through green value co-creation: The role of green technology, green operations, and green transaction capabilities

The study assessed the mediating role of green organizational capabilities (green technology development, green operations, and green transactions), in the relationship between green value co-creation and organizational resilience among Chinese manufacturing firms, that is, firms' ability to build strong organizational resilience in response to the COVID-19 pandemic. It focused on manufacturing firms operating within Shenzhen, a coastal city located within the Guangdong province in southeastern China. The sample comprised 234 firms. Data were analysed using a covariance-based structural equation modeling. Findings revealed that green value co-creation had no direct effect on organizational resilience, rather, its effect was realized indirectly through green organizational capabilities. The study concludes that manufacturing companies can augment their organizational capabilities by leveraging the knowledge of their customers through green value co-creation to build strong organizational resilience. Theoretical and managerial implications have been provided.

Analysis of Factors Affecting the Sustainable Success of Airlines During the COVID-19 Pandemic

The COVID-19 pandemic increased the risk of financial distress, bankruptcy, or both, in the airline industry. Whether airlines can survive or not during and/or after the pandemic is closely related to their decisions and actions which will enable their success by increasing their resilience. In crisis periods such as COVID-19, the decisions taken by airlines are strategically important for achieving sustainable success. Thus, it is critical to understand which factors are more important for airlines to shape their actions and make correct decisions. This paper investigates the sustainable success factors on which airlines should focus to provide resilience during the COVID-19 pandemic crisis. It provides a robust model using the interval type-2 fuzzy analytic hierarchy process (IT2FAHP) and interval type-2 fuzzy Decision Making Trial and Evaluation Laboratory (IT2FDEMATEL) to identify and rank success factors. The findings indicate that financial and operational factors are extremely important to ensure resilience for airlines. In addition, the results of the study reveal that operational factors and information sharing factors have an impact on financial factors and customer satisfaction. © National Academy of Sciences: Transportation Research Board 2021.

Mitigating the "Cobra Effect" when pursuing organizational resilience

This paper is a systematic literature review of organizational resilience. It aims to identify the reasons for the unintended consequences that may occur when organizations pursue resilience and how these unintended consequences could be mitigated. The analysis of 68 articles published between 2017 and 2022 indicates that organizations could have unintended consequences when pursuing organizational resilience, resulting from the organizational resilience conceptualization, models, practices, levels and the paradox of change. Consequently, several unintended consequences may arise when implementing a resilience strategy. This includes lessened leadership effectiveness, the pursuit of unrealistic objectives, low organizational creativity and innovation, overreliance on a single strategy, compromised values, fragile relationships, a short-term focus and organizational culture. Therefore, the overall construct aspects of organizational resilience should be researched and analyzed further by gathering additional empirical data that sheds more light on these issues. Aside from the challenge of defining and measuring organizational resilience, there is variability in how organizational resilience is developed. It has also been operationalized in various ways, with limited insight into empirical methods to identify resilience against future hardships. Although the notion is promising, it has been criticized for being ambiguous and lacking a uniform explanation, diminishing its relevance for practice.

Do talent management practices improve organizational resilience? An empirical study within Tunisian companies

Purpose: The purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19. Design/methodology/approach: A hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques. Findings: Results show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions. Practical implications: The findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures. Originality/value: The literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility. © 2023, Emerald Publishing Limited.

Weathering a Crisis: A Multi-Level Analysis of Resilience in Young Ventures: ET&P

In the context of the external disruption presented by the COVID-19 pandemic, we investigate (1) how individual-level resilience and inter-functional coordination relate to organizational resilience and (2) the link between organizational resilience and firm performance. We view organizational resilience as a resource-based capability and draw on insights regarding psychological capital and relational resources to inform our hypotheses. Our hypotheses are tested with a time-lagged, multi-level study of young technology ventures. The results show that when such firms are resilient, they tend to perform significantly better in a crisis. Further, organizational resilience is positively influenced by the individual resilience of top management team members, as well as inter-functional coordination. We discuss implications for theory and practice and suggest avenues for research on resilience in entrepreneurship.

The impact of digital corporate social responsibility on social entrepreneurship and organizational resilience

Purpose: This study examines the impact of digital corporate social responsibility (CSR) on social entrepreneurship, organizational resilience and competitive intelligence during the coronavirus disease 2019 (COVID-19) crisis. It also examines the impact of competitive intelligence on social entrepreneurship and organizational resilience. Design/methodology/approach: Data were collected from telecommunication companies in Jordan with a sample of 223 managers, using Smart-PLS for analysis and testing the research model and hypotheses. Findings: The results reveal a significant impact of digital CSR on social entrepreneurship. They show that digital CSR significantly impacts organizational resilience. The findings also indicate a significant role of digital CSR in competitive intelligence. This study shows that social entrepreneurship significantly impacts organizational resilience. The results also confirm the impact of competitive intelligence on social entrepreneurship. Finally, the results confirm that competitive intelligence significantly impacts organizational resilience. Originality/value: This study provides valuable academic and practical insights into digital CSR practices, social entrepreneurship and how to support organizational resilience during crises. © 2023, Emerald Publishing Limited.

Does the Firm's Size Matter on Organizational Resilience?

In this paper we analyze any kind of relationship between the firm's size and the organizational resilience. First, we present two existing frameworks of organizational resilience that propose a set of resilience indicators. Then we discuss on data published by the Spanish Institute for the Statistics if the firm's size has been a relevant factor for organizational survival during the last two world economic crisis: 2008 financial crisis and the recent COVID 19 pandemic. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Experience and Resilience of Japanese Public Health Nurses during the COVID-19 Pandemic and Their Impact on Burnout.

Japanese public health nurses (PHNs) at public health centers (PHCs) have played critical roles in infection prevention and control during the COVID-19 pandemic. This study aimed to examine the actual pandemic-related experiences of PHNs and the relation between their experiences, individual resilience, two components of organizational resilience (system and human resilience), and burnout. An analysis of the responses of 351 PHNs revealed that mid-level PHNs scored higher in experience and lower in organizational resilience compared with those in other positions. More than 80% of respondents experienced inappropriate staff allocation. Multiple regression revealed that burnout was positively associated with the components of the experience of PHNs and negatively with individual and human resilience. In hierarchical multiple regression with depersonalization as the dependent variable, the sign of system resilience reversed from negative to positive when human resilience was added. The results highlight the need to prepare for future health crises including establishing a system with enough personnel, promoting human resilience such as collaboration among staff members, and burnout prevention measures, especially among mid-level PHNs. The study also described alternative approaches to comprehend system resilience-namely, a suppression variable of human resilience, promotion of depersonalization, and multicollinearity-and the need for further research on organizational resilience.

Examining employees' affective and behavioral responses to internal crisis communication in times of COVID-19.

Communication is an essential component of crisis management strategies in hospitality and tourism. This study aimed to build on the integrated internal crisis communication framework. This study employed qualitative and quantitative data collection methods. Following a preliminary qualitative study, a conceptual model was developed and tested with a total of 806 responses. The results showed that the approach and content of internal crisis communication messages directly affected employees' evaluations of their organizations' crisis management efforts and their psychological safety, both of which further affected their perceived social resilience and turnover intentions. Furthermore, the results of multigroup analyses revealed the different impacts of internal crisis communication on participants who were in full-time positions vs. part-time positions and salaried employees vs. hourly employees. Finally, theoretical and practical implications were provided based on the research findings.

Social Enterprises Response to COVID-19 – The Case of Romania

SEs, which are found in various forms, are business models that have both social and financial purposes, in the way in which they operate on the market offering products and/or services. The added value of this paper is given by the presentation of the way in which the SEs in Romania reacted to the situation given by the COVID-19 pandemic, the method used to be multiple case study. The aim of the research is to identify how the SEs in Romania have worked during the COVID-19 pandemic, their reactions to the new situation and the organizational resilience strategies adopted. The research is a qualitative one, using the multiple case study, and analyses the activity of five SEs in Romania. The case studies are carried out following desk research, which includes the literature review, various reports, public documents, annual activity reports, websites, other published papers, and so on. A conclusion of this research is that at the level of the studied SEs, the reaction to the COVID-19 pandemic can fall into two main directions, one that assumes an immediate response, focused on the new needs arising on the market and the other one, which consists of continuing the activity, the target being to fulfill the assumed social mission, as well as the financial one. Another conclusion is that at the level of the organizational resilience strategies, two out of the five studied SEs were oriented towards the adoption of new products (to respond to new market needs) targeted to address the new market segments. The analysis carried out leads us to the conclusion that the five SEs studied can be seen as a good example of organizational resilience during the COVID-19 pandemic and that they managed to return to their plans (defined before March 2020) and to do important steps towards new directions. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Leading for Resilience: Fostering Employee and Organizational Resilience in Tourism Firms

Grounded in conservation of resources (COR) theory, this study identifies the effect of leadership behaviors on the resilience of tourism firms and employees in Sri Lanka during the early stages of the COVID-19 crisis. The developed conceptual model links the resilient leadership behaviors of vision sharing, leadership of tasks, and management of change with employee resilience (cognitive, behavioral, and contextual) and organizational resilience (planned and adaptive). The findings highlight that resilient leadership behaviors in the early stages of the pandemic enhanced both employee and organizational resilience. The contextual and behavioral dimensions of employee resilience mediated the effect of resilient leadership behaviors on organizational resilience. The study offers suggestions for the development of organizational resilience and the specific support that may facilitate the recovery of the tourism sector from the COVID-19 crisis. [ABSTRACT FROM AUTHOR] Copyright of Journal of Travel Research is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Building Dynamic Capabilities and Organizational Resilience in Tourism Firms During COVID-19: A Staged Approach

Using dynamic capabilities (DCs) and the disaster/crisis management cycle (DMC) as the theoretical lens, this study explores how different types of DCs build and sustain organizational resilience of tourism firms during COVID-19. Taking a processual view, the study advances theorization of the relationship between DCs and organizational resilience in tourism studies. A qualitative study of 30 owners and senior managers of tourism and hospitality firms in Bangladesh reveals that threats and opportunities presented by the COVID-19 pandemic activated 10 different types of DCs (replicating, integrating, reconfiguring, creating, developing, assimilating, renewing, adaptive, innovative, and regenerative) across the pre, response (short-term) and future recovery intentions (long-term) stages. DCs activated different resilience facets (networks and relationships, leadership and culture, and change ready), highlighting the criticality of achieving planned and adaptive resilience for tourism firms during COVID-19. Response and recovery implications for tourism firms during disruptive events are suggested. [ABSTRACT FROM AUTHOR] Copyright of Journal of Travel Research is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Time for Reset? Covid-19 and Tourism Resilience

As a rapidly evolving global pandemic, COVID-19 provides several opportunities for tourism researchers to study the resilience of the tourism industry from a socioecological system perspective. Pandemics are not new and, similar to other crises and disasters, can have lasting impacts on individuals, businesses, communities, and nations. This article offers ways to explore how COVID-19 could affect different aspects of tourism resilience, adopting a three-level approach (macro, meso, and micro). While recognizing that these three levels are not necessarily mutually exclusive, interactions between them can be a worthy area of research in itself. This article proposes a research agenda on COVID-19 and tourism system resilience and contributes to further understanding of scale of change (temporal and spatial), impacts, and resilience. The article identifies, for example, resilience of destinations, organizations, and tourists as important areas of future research in relation to the pandemic. However, theoretical advancements and managerial implications of such research should not be sacrificed at the expense of the opportunities that the context of COVID-19 presents. It is time for reset not only for the tourism industry but also for tourism researchers.

Just Survive or Thrive? Effect of Psychological and Organizational Resilience on Adoption of Innovative Strategies by Hospitality Sector Post Covid-19

Several small and medium-scale businesses within the hospitality sector have suffered significant losses due to the Covid-19 pandemic. We aim to understand the role of psychological and organizational resilience in the perceived negative impact, as well as adoption of coping strategies. Data was collected from 549 managers of small and medium-sized hotels across 28 states and three union territories in India. Structural equation methods were used to predict factors affecting adoption of four strategies, price discounts, cost-cutting, revenue generation and brand building. Organizational resilience was associated with tactical measures such as cost-cutting and price discounts. Psychological resilience of managers was associated with the adoption of strategic measures such as revenue generation and brand-building activities. Thus, we find that while organizational resilience enables survival of businesses, psychological resilience helps them to thrive. Innovative strategies and visionary leadership builds resilient businesses that endure in the long run.