Adaptive Fit Versus Robust Transformation: How Organizations Respond to Environmental Change

By Cynthia A. Lengnick-Hall, Tammy E. Beck. 2005

648 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/868cf8bd10216808d48f8cbd5185578341be468e

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Citations in the corpus

What we know and do not know about organizational resilience (2018, background): “Lengnick-Hall & Beck (2005) identify three components of resilience: cognitive, behavioral and contextual.”
The Resilient Family Firm: Stakeholder Outcomes and Institutional Effects (2015, background): “Tel: 8037775669; E-mail: marc.vanessen@moore.sc.edu © 2014 John Wiley & Sons Ltd doi:10.1111/corg.12087 adapt to, and recover from environmental conditions that could threaten their survival, is subject to similar contentions (Lengnick-Hall & Beck, 2005).”
Resilience of Family Firms: An Introduction (2011, background): “…a common theme of each article and commentary is the characteristics and behaviors of some family firms that increase resilience, which is simply the ability of organizations to avoid, absorb, respond to, and recover from situations that could threaten their existence (Lengnick-Hall & Beck, 2005).”
Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs (2010, background): “…propositions have been made regarding the drivers of strategy change: some scholars argue that there is a high likelihood that SMEs will change their strategy as doing so allows them to adapt to the environment by exploiting their agility and flexibility advantages (Lengnick-Hall and Beck 2005).”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Nonfamily firms, however, tend to have a corporate culture that boosts their commitment to knowledge management so as to leverage their collective know-how in building resilience capacity (Lengnick-Hall and Beck 2005).”
How to emerge stronger: Antecedents and consequences of organizational resilience (2019, background): “In this turbulent business context, building resilience within organizations seems to be of vital importance for understanding and responding to crisis situations (Lengnick-Hall & Beck, 2005; Kantur & İşeri-Say, 2012).”
The Adaptive Capacity Wheel: a method to assess the inherent characteristics of institutions to enable the adaptive capacity of society (2010, background): “…Tol, 2002; Mendelsohn and Nordhaus, 1999; Marlin et al., 2007; Smit et al., 2000; Smit and Pilifosova, 2001) as well as from the organizational change literature (e.g. Lengnick-Hall and Beck, 2005; Weick and Sutcliffe, 2001), and from cybernetics and complexity theories (e.g. Duit and Galaz, 2008).”
Storm Clouds and Silver Linings: Responding to Disruptive Innovations Through Cognitive Resilience (2010, background): “A COGNITIVE RESILIENCE FRAMEWORK Organizational resilience is a relatively new field of research (Lengnick-Hall & Beck, 2005).”
Organisational resilience capacity and firm product innovativeness and performance (2014, methodology): “…also denotes repetitive, over-learned routines that provide the first response to any unexpected threat (i.e. practical habits) and the tendency to take actions before they are needed (i.e. behavioural preparedness) (Lengnick-Hall and Beck 2005; Lengnick-Hall, Beck, and Lengnick-Hall 2011).”