The quest for resilience.

By G. Hamel, L. Välikangas. Harvard Business Review, 2003

1,392 citations recorded by the source corpus.

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Citations in the corpus

Startups in times of crisis – A rapid response to the COVID-19 pandemic (2020, unknown): “Being innovative is a precondition of being resilient, as innovative businesses tend to constantly and continuously anticipate and adjust to a broad range of crises (Hamel & Valikangas, 2003; Linneluecke, 2017) .”
Resilience and robustness in policy design: a critical appraisal (2017, background): “The concepts of resilience and robustness have been adopted by different theoretical approaches in various scientific fields, such as complexity and chaos theory (Holland 1996), rational institutionalism (Ostrom 1990), organizational and management theories (Hamel and Valikangas 2003), macroeconomic”
Psychological Capital: An Evidence-Based Positive Approach (2017, background): “Similarly, Hamel & Välikangas (2003) define organizational resilience as the ability to reinvent business models and strategies dynamically in response to change, and resilience scholars recognize that organizational resilience is not simply the outcome of a group of resilient individuals working…”
Developing the Psychological Capital of Resiliency (2006, background): “If individuals and organizations are to successfully navigate these turbulent times, the development of resilience (i.e., the ability to “bounce back” from adversity or personal setbacks) seems imperative (Hamel & Valikangas, 2003).”
Conceptualization of SMEs’ business resilience: A systematic literature review (2021, background): “From this perspective, the capability to identify, recognize and seize business opportunities (Hamel & Valikangas, 2003; Manfield & Newey, 2017) within challenging business environment is a desirable attribute in defining resilience of SME.”
Psychological capital and performance of Portuguese civil servants: exploring neutralizers in the context of an appraisal system (2010, background): “Furthermore, impression management tactics and politics may foster an organizational climate that prevents the allocation of adequate resources/support to risky but high potential ideas that resilient people would propose and attempt to implement (Hamel and Välikangas 2003; Luthans et al. 2007).”
The Psychological Capital of Chinese Workers: Exploring the Relationship with Performance (2005, background): “In the workplace, resiliency has been given only surface attention (Hamel and Välikangas, 2003; Horne and Orr, 1998; Reivich and Shatte, 2002).”
The challenging economics of energy security: Ensuring energy benefits in support to sustainable development (2012, background): “Finally, Hamel and Valikangas (2003) propose a “Zero Trauma paradigm” to companies as a means to prescribe organizational resilience, which is achievable from continuous renewal.”
A Composition-Based View of Firm Growth (2015, background): “Resilience, a critical organizational capacity for continuous reconstruction (Hamel & Valikangas, 2003), is needed for implementing composition.”
Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study (2021, background): “Organizational resilience has been addressed in the fields of positive psychology [21], ecosystematics [22], engineering [23,24], and management [8,13].”