Modelling organizational resilience structure: insights to assess resilience integrating bounce-back and bounce-forward

PurposeThis paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward.Design/methodology/approachThe paper is based on a quan...

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Vydané v:European journal of innovation management Ročník 27; číslo 1; s. 153 - 169
Hlavní autori: Bartuseviciene, Ilona, Butkus, Mindaugas, Schiuma, Giovanni
Médium: Journal Article
Jazyk:English
Vydavateľské údaje: Bradford Emerald Publishing Limited 02.01.2024
Emerald Group Publishing Limited
Predmet:
Adaptation
Changing environments
Competitive advantage
Coronaviruses
COVID-19
Discriminant analysis
Empirical analysis
Equilibrium
Factor analysis
Hypotheses
Leadership
Learning
Modelling
Organizational aspects
Organizational behavior
Organizational learning
Resilience
Structural equation modeling
Organizational resilience
Organizational resilience assessment
Bounce-forward
D23
Organizational resilience model
Bounce-back
D81
C51
D83
Enhanced learning capacity
ISSN:1460-1060, 1758-7115
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Shrnutí:PurposeThis paper aims to model organizational resilience structure. Based on the central insights of the scientific literature, organizational resilience is modelled as the result of an organizational capacity to bounce-back and bounce-forward.Design/methodology/approachThe paper is based on a quantitative empirical study to support the structural perspective of organizational resilience and investigate the relationships among the dimensions to test the above hypothesis by applying confirmatory factor analysis (CFA) and structural equation modelling (SEM) methods.FindingsThe results confirmed three models that could be adopted to assess organizational resilience. The first model endorsed endogenous positive interrelationship among all three dimensions. The second model indicated that bounce-back dimensions, i.e. network and leadership and culture, have endogenous effects. Only the leadership and culture dimension is positively associated with a bounce-forward, i.e. change-ready and learning dimension. And the third model demonstrated that the network dimension is linked to leadership and culture, which is linked to the change ready and learning dimension.Originality/valueThis study attempts to provide empirical evidence identifying the links between the bounce-back and bounce-forward stages of organizational resilience. These results contribute to the development of organizational resilience theory, confirming the conceptual statements that resilience is the ability to return to the routine and to adapt to the changing environment by overcoming dynamic events, stressing the idea of the importance of enhanced learning capacity, which allows for growth by constantly learning from oneself by gaining unique experiences.
Bibliografia:ObjectType-Article-1
SourceType-Scholarly Journals-1
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ISSN:1460-1060
1758-7115
DOI:10.1108/EJIM-04-2022-0180