Bouncing Back: Building Resilience Through Social and Environmental Practices in the Context of the 2008 Global Financial Crisis

Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy...

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Veröffentlicht in:Journal of management Jg. 45; H. 4; S. 1434 - 1460
Hauptverfasser: DesJardine, Mark, Bansal, Pratima, Yang, Yang
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Los Angeles, CA SAGE Publications 01.04.2019
Sage Publications Ltd
Schlagworte:
Economic crisis
Flexibility
International finance
Resilience
global financial crisis
survival analysis
organizational resilience
strategic and tactical practices
social and environmental practices
ISSN:0149-2063, 1557-1211
Online-Zugang:Volltext
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Abstract Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy this issue by measuring two ways in which organizational resilience manifests through organizational outcomes in a generalized environmental disturbance—namely, severity of loss, which captures the stability dimension of resilience, and time to recovery, which captures the flexibility dimension. By isolating these two variables, we can then theorize the types of social and environmental practices that contribute to resilience. Specifically, we argue that strategic social and environmental practices contribute more to organizational resilience than do tactical social and environmental practices. We test our theory by analyzing the responses of 963 U.S.-based firms to the global financial crisis and find evidence that support our hypotheses.
AbstractList Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience, this work remains scarce, possibly because of the difficulties in measuring organizational resilience. In this paper, we aim to partly remedy this issue by measuring two ways in which organizational resilience manifests through organizational outcomes in a generalized environmental disturbance—namely, severity of loss, which captures the stability dimension of resilience, and time to recovery, which captures the flexibility dimension. By isolating these two variables, we can then theorize the types of social and environmental practices that contribute to resilience. Specifically, we argue that strategic social and environmental practices contribute more to organizational resilience than do tactical social and environmental practices. We test our theory by analyzing the responses of 963 U.S.-based firms to the global financial crisis and find evidence that support our hypotheses.
Author Bansal, Pratima
Yang, Yang
DesJardine, Mark
Author_xml – sequence: 1
  givenname: Mark
  surname: DesJardine
  fullname: DesJardine, Mark
  organization: HEC Paris
– sequence: 2
  givenname: Pratima
  surname: Bansal
  fullname: Bansal, Pratima
  email: tbansal@ivey.uwo.ca
  organization: Western University
– sequence: 3
  givenname: Yang
  surname: Yang
  fullname: Yang, Yang
  organization: Rowan University
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Tue Nov 18 21:25:58 EST 2025
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Issue 4
Keywords global financial crisis
survival analysis
organizational resilience
strategic and tactical practices
social and environmental practices
Language English
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Snippet Even though organizational researchers have acknowledged the role of social and environmental business practices in contributing to organizational resilience,...
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SubjectTerms Economic crisis
Flexibility
International finance
Resilience
Title Bouncing Back: Building Resilience Through Social and Environmental Practices in the Context of the 2008 Global Financial Crisis
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Volume 45
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