Organizational response to adversity: Fusing crisis management and resilience research streams

By T. Williams, Daniel A. Gruber, Kathleen M. Sutcliffe, Dean A. Shepherd. 2017

1,541 citations recorded by the source corpus.

Subfields: Radiological and Ultrasound Technology, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f0e2354d776abfa37ed134614e2a0d5ea5365212

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Citations in the corpus

How to emerge stronger: Antecedents and consequences of organizational resilience (2019, background): “In fact, most researchers agree that organizational resilience is dynamic in nature and thus, on the need to research which factors facilitate this and what the desirable consequences of organizational resilience are (Linnenluecke, 2017; Williams et al., 2017).”
Conceptualization of SMEs’ business resilience: A systematic literature review (2021, background): “(T. A. Williams et al., 2017; Ortiz-de-Mandojana & Bansal, 2016; Sköld & Tillmar, 2015; Torres et al., 2018) applied a longitudinal research design by relying on secondary data of firm performance over the years (see Figure 5).”
Startups in times of crisis – A rapid response to the COVID-19 pandemic (2020, positive): “At the same time, some founders reported that their enterprises were not (unduly) affected by the COVID-19 crisis either because their businesses continue to be relevant despite the crisis or owing to the firms having measures in place since before the crisis that bolster their durability (Williams ”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “Specifically, organizations may gradually place more emphasis on other organizational goals, such as efficiency or innovation, rather than crisis management, thereby leading to diminished crisis learning as time goes by after a crisis (Williams et al., 2017).”
Entrepreneurship responding to adversity: Equilibrating Adverse Events and Disequilibrating Persistent Adversity (2020, background): “…then, is universally experienced as a potential disruption, but the outcome of adversity for an actor depends on a variety of factors, including the actor’s preadversity resources and capability for adaptation and adjustment in the midst of adversity (see Williams et al., 2017, for review).”
Special issue on entrepreneurship and crises: business as usual? An introduction and review of the literature (2018, background): “a sudden or gradual disruption to an organization and crisis management is about bringing the organization back to normal functioning, resilience captures the organization’s ability to maintain ‘reliable’ functioning throughout the disruption (Williams et al. 2017).”
Resilience and entrepreneurship: a systematic literature review (2017, background): “Thus, there should be more emphasis on what entrepreneurs actually do to create, accumulate, develop and deploy their inherent resilience (Luthans and Youssef, 2007; Williams et al., 2017).”