Organisational resilience: development of a conceptual framework for organisational responses

By K. Burnard, Ran S. Bhamra. 2011

605 citations recorded by the source corpus.

Over recent years, the concept of resilience has gained increasing support within the academic community. Given the potentially devastating implications of disruptions, understanding the dynamics of successful adaption within organisations yields an important avenue for future research. This theoretical article will focus on addressing the features detection and activation within the response of an organisation to disruptive events. Through this, a conceptual framework of a resilient organisational response is presented. As such, this article will focus on establishing a solid conceptual base for organisational resilience upon which future empirical studies can be based. This article outlines the background literature relating to resilience and presents a working definition for organisational resilience. The conceptual framework supports analytical thinking toward characterising the response of an organisation to disruptive events and aims to support organisational development through outlining the fundamental processes necessary for an organisation to elicit a resilient response. Finally, conclusions are presented and attention is drawn to the implications of resilience on small and medium-sized enterprises and future research directions are outlined.

Subfields: Management Information Systems, Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b43b5f611e8deae07398884d4da7e6965d08dd3c

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In Radiological and Ultrasound Technology

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Citations in the corpus

Impact of psychological capital and life satisfaction on organizational resilience during COVID-19: Indian tourism insights (2020, background): “…satisfaction can help employees in reducing work related anxiety, stress which is the most common adverse effect disaster can generate and help them to react to the situation in an proactive manner and change voluntarily before it becomes a compulsion (Burnard & Bhamra, 2011; Fang et al., 2020).”
Organisational resilience capacity and firm product innovativeness and performance (2014, background): “…to recover from or adjust smoothly to external changes (Watanabe, Kishioka, and Nagamatsu 2004, 140), as a potential framework for overcoming turbulent conditions to allow for organisational development and innovation (McDonald 2006; Burnard and Bhamra 2011; Gunasekaran, Rai, and Griffin 2011).”
Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience (2019, background): “The concept of resilience carries numerous definitions across different across different disciplines (Bhamra et al. 2011; Burnard and Bhamra, 2011; Gunasekaran et al. 2015).”
Economic resilience and entrepreneurship: lessons from the Sheffield City Region (2014, background): “Similarly, the focus on exogenous shocks is not new and recent debate has emphasized the implication of shocks in relation to organizational resilience and how firms adapt to these shocks in order to remain competitive and resilient (Starr, Newfrock, and Delurey 2003; Burnard and Bhamra 2011).”
Entrepreneurial leadership, performance, and sustainability of micro-enterprises in Malaysia (2018, background): “Burnard and Bhamra [32] claimed that analytical thinking supports characterizing the responses of an organization towards disruptive events aside from facilitating organizational sustainable development by outlining the essential processes that are deemed necessary to elicit a resilient response.”
‘Subjective resilience’: using perceptions to quantify household resilience to climate extremes and disasters (2016, background): “Resilience has rapidly risen to the top of the development agenda (Burnard and Bhamra 2011; Frankenberger et al. 2014; Bahadur et al. 2013; Béné et al. 2012).”
Conceptualization of SMEs’ business resilience: A systematic literature review (2021, background): “Resilience research is highly desirable as it addresses the urgency to investigate vulnerable situations in which small and medium-sized enterprises (SMEs1) act (Ates & Bititci, 2011; Burnard & Bhamra, 2011; Kantur & Say, 2015).”
What we know and do not know about organizational resilience (2018, background): “Others state that the disruption or change is turbulent (Ates & Bititci, 2011; Bauernhansl et al., 2012; Burnard & Bhamra, 2011; Fiksel, 2006).”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “Such dynamic capability development is important for response activation in crises, as proposed by Burnard and Bhamra (2011) as a key determinant of organizational flexibility (Hatum and Pettigrew, 2006) or ‘adaptive capacity’ needed for developing resilience.”