Suchergebnisse

Although VUCA' is not a new term, the features of the world it describes, a volatile, uncertain, complex and ambiguous environment, have never been more valid. The VUCA world has become the new reality for business, specifically for hospitality and tourism organizations that are more vulnerable than any other sector due to the historically-recognized turbulent environment in which they operate. In this book, the authors present unique factors that make hospitality and tourism organizations resilient in the VUCA world. With contacts at the center of their hospitality and tourism organizational resilience model, the organizational and psychological perspectives are also incorporated. This innovative volume tests the model of organizational resilience in hospitality and tourism organizations. The study identifies and validates organizational and individual factors that create a resilient organization in the hospitality and tourism sector. It will be of interest to researchers, academics, practitioners, and advanced students in the fields of organizational studies, strategic management, hospitality, and tourism management.

This study aims to examine the perspective of public sector resilience development, which
is explored as a three-stage construct: Planning, Adaptation, and Enhanced Learning.
We analyzed whether these three stages are equally important in developing
organizational resilience in the public sector. To assess the developmental importance
of the three stages of organizational resilience, this study adopted a quantitative
methodology. First, expert research was conducted to analyze whether all three stages
were equally important in developing organizational resilience. Second, the level of
resilience of public sector organizations in Lithuania was assessed by analyzing the
survey results of 401 organizations. The results revealed that according to experts, the
Adaptation stage is the most important in developing resilience, while Enhanced
Learning is the least important. Meanwhile, resilience assessment in the Lithuanian
public sector showed that Planning and Adaptation were equally developed, while
Enhanced Learning demonstrated a significantly higher score.

This article includes a perspective on cyber security through the lens of the World Economic Forum Resilience Framework. As cyber threats are a continual threat to organizations, it may be useful to consider resilience as a complementary approach to technological responses. The problem is that organizations cannot generate a sufficient number and types of responses to cyber security threats as the number of threats and associated costs continues to increase. The purpose of this article is to explore some possible practices and approaches to counter the ongoing and escalating cyber security threats, with the understanding and wisdom that not all threats will be possible to stop. Resilience is a complementary factor to directly countering threats by taking actions to backup information, having access to additional equipment as needed, by budgeting for failure, preparing for unexpected circumstances among other activities. Concepts from evolution and game theory are introduced within the resilience discussion.

PurposeDrawing on social capital theory, this study aims to explore the effect of corporate social responsibility (CSR) on organizational resilience. The research investigates the mediating role of relationship quality in the association of CSR with organizational resilience, and the moderating role of data-driven culture in the association between CSR and relationship quality.Design/methodology/approachData were collected from Chinese agricultural firms with a sample of 241 senior or middle executives and structural equation modeling was used to test the research model and hypotheses.FindingsThe results indicate that CSR positively affects the relationship quality between agribusinesses and farmers, which in turn positively affects both proactive resilience and reactive resilience. Relationship quality has a partial mediating role in the association of CSR with proactive resilience and reactive resilience. Data-driven culture has a positive moderating effect on the relationship between CSR and relationship quality.Originality/valueBy arguing for CSR toward organizational resilience and analyzing its underlying mechanism, this study enriches the literature on CSR and organizational resilience and expands the existing knowledge on the roles of relationship quality and data-driven culture. This study also provides practical insights into how to improve organizational resilience.

PurposeSmall- and medium-sized enterprises (SMEs) mainly rely on their structure and internal networks to achieve their goals and remain competitive. However, their limited internal capabilities and complex environments can hinder their stability. Thus, this study evaluated the relationships among specific factors toward fostering organizational resilience (OR) in tourism SMEs.Design/methodology/approachA multi-methodological approach was adopted to address this research study, including (1) social network analysis (SNA) to formulate the conceptual model and (2) construct validation through partial least squares path modeling (PLS-PM).FindingsThe six proposed hypotheses were supported. These results suggest that addressing these variables and relationships after considering management style and people development as critical factors can foster OR in tourism SMEs.Research limitations/implicationsThe ideas that were developed were constrained to the organizational domain. Although the results apply to the Mexican context, this limitation can be offset by extending the proposal to other emergent regions or organizations. This can also increase the generalization of the results and foster improvements in the approaches applied.Practical implicationsAcademics and managers must rethink resilience as the final state generated by multiple factors. This requires reconfiguring inner organizational interactions, providing more autonomy to operative units, reinforcing business intelligence and improving feedback mechanisms.Originality/valueThis research study contrasts previous studies because it proposes that SNA be exploited to avail of the advantages it confers in designing the conceptual model. In this regard, we present new relationships to promote OR and provide new avenues in order to improve the analysis of adaptation processes.

AbstractThis paper is a systematic literature review of organizational resilience. It aims to identify the reasons for the unintended consequences that may occur when organizations pursue resilience and how these unintended consequences could be mitigated. The analysis of 68 articles published between 2017 and 2022 indicates that organizations could have unintended consequences when pursuing organizational resilience, resulting from the organizational resilience conceptualization, models, practices, levels and the paradox of change. Consequently, several unintended consequences may arise when implementing a resilience strategy. This includes lessened leadership effectiveness, the pursuit of unrealistic objectives, low organizational creativity and innovation, overreliance on a single strategy, compromised values, fragile relationships, a short‐term focus and organizational culture. Therefore, the overall construct aspects of organizational resilience should be researched and analyzed further by gathering additional empirical data that sheds more light on these issues. Aside from the challenge of defining and measuring organizational resilience, there is variability in how organizational resilience is developed. It has also been operationalized in various ways, with limited insight into empirical methods to identify resilience against future hardships. Although the notion is promising, it has been criticized for being ambiguous and lacking a uniform explanation, diminishing its relevance for practice.

Resilience is increasingly highlighted as a necessary organizational property in national security bureaucracies. This article explores the resulting management dilemmas via interviews with Danish executives, who attempt to balance resilience, fiscal austerity and democratic accountability. It concludes that the resilience agenda inspires relevant organizational adjustments, including more external networking and internal resource variety. But austerity limits resilience to budget‐neutral forms, and fear of blame games limits the space for innovation to stay abreast with evolving risks. The article calls for a critical reappraisal of how much resilience to expect from public sector organizations and for more research into the boundary conditions of organizational resilience in the public sector.